Point of Reference Sensitivity in Visitors: How It Affects Your Cultural Organization And What To Do About It

Data suggest that it's good to to be the first organization that someone visits... but what if yours is Read more

Millennial Data Round Up: What Your Cultural Organization Needs To Know

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Experiencing Millennial Discussion Overload? Here Are Four Things to Remember

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Audience Access: The Reality For Cultural Organizations To Embrace for Solvency

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Three Data-Informed Reasons to Love Gen X Visitors to Cultural Organizations

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Five Famous Proverbs That Are NOT About Running a Nonprofit (And Three That Could Be)

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nonprofit 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

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

Visit us v2

Here it is: the data-informed equation for how much money organizations should be spending in order to maximize opportunities for financial success.  

Data suggest that approximately 70% of visitor-serving organizations are not investing optimal funding in acquiring audiences.

Marketing budgets seem to be an unnecessarily emotional topic for many nonprofit organizations. Optimizing marketing investments – like admission prices – are 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!

 

The key equation for acquisition costs

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.

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.

And now the other side: 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.

 

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.

 

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

 

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

Posted on by Colleen Dilenschneider in Digital Connectivity, Financial Solvency, IMPACTS Data, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 17 Comments

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

Does Your Nonprofit Believe This Myth? The Best Indicator That An Organization Is Bad At Social Media

Wheel ROI

The easiest way to spot an organization that completely misunderstands the role of social media is to look for those boasting that it’s cheap or free. It’s not. And it hasn’t been for a while now.

Social media arguably represents your single most impactful marketing channel. Believing social media is free is especially dangerous for nonprofit organizations. Carrying out an effective content strategy and monitoring online platforms takes time…a lot of it – not to mention talent, buy-in, strategy, cooperation, and integration. While social media may have initially boomed among nonprofit organizations due to the ability to set up free profiles on various platforms, that certainly doesn’t mean that maintaining an effective online presence is “cheap” – let alone free.

If you still think social media is cheap or free, then you are doing it wrong. Here’s why:

 

1) Time is money

And executing effective digital engagement strategies takes a lot of it. This point, however, is especially exacerbated for nonprofit organizations that frequently stretch employee responsibilities.  

What executives often refer to as “social media responsibilities” encompasses much more than simply “posting stuff on Facebook.” It involves the development and ongoing evolution of content strategy, constant content creation, real-time and ongoing “listening,” social care (e.g. Did you know that 42% of folks who post a question on your Facebook wall expect a response within one hour?), and keeping abreast of engagement strategies and evolving platforms in the digital media realm – which move at a breakneck pace. Cut corners on these and you may not reap the benefits of social and earned media, negating any investment in this powerful method of communication.

Think one person can do all this well while they are stretched thin with other responsibilities and expected to manage social media “on the side?”  Organizations that treat employee time and energy like bottomless renewable resources risk resource depletion, burnout, and speedy staff turnover. In terms of social media, turnover without a clearly defined social media strategy often results in inconsistent tone, sporadic postings, unclear calls to action, and alienating or inappropriate content (such as “selling” too hard or promulgating marketing messages that appear “spammy” and result in negative feedback).

 

2) Talent is money

Successful online engagement necessitates an understanding of how the market communicates and makes decisions – as well as a keen ability to align aspects of social media communications (like the Four T’s of Online Engagement) to optimize initiatives and individual posts. It takes an understanding of public relations and a knack for communicating with an open authority mindset.

What all this means is that it’s not likely that, say, Jack Smith – who suddenly has free time on his hands after serving as an A/V tech at last month’s donor event – taking over your online engagement efforts is a good idea. In fact, it’s probably a very, very bad one. Social media (and earned media and word of mouth resulting from social media efforts) are incredibly potent communication tools and they are easy to mess up…and the consequences can be colossal in terms of trust in your brand.

 

3) Hiring more people is money

Don’t have the time and talent on staff? You’ll have to hire someone. And as social care needs increase (i.e. as more and more people turn to social media for real-time conversation, information, and question-answering – a need which is already rather aggressive) you may need to hire more people.

 

4) Good content is money

Facebook’s algorithms generally aim to deliver more effective content to more people, while suppressing content that is unlikely to merit significant engagement. This means that your content needs to be engaging in order to reach the most people – or even to be delivered into your fans’ newsfeeds. Content is still king on social media, and as other organizations improve their content and initiatives, your organization will need to keep up or it will be drowned out by content that is deemed more effective.   Time required to create quality content aside (where much of this cost resides), creating this content costs money in terms of cameras and like technologies, staging, design, etc. This doesn’t mean that all videos or content must be “expensive” to produce in order to be successful – but it does mean that if you don’t have the tools to make content that will aid in engagement rates then…well, you just cannot create or maximize that strategy.

 

5) Effectively utilizing platforms is money

Social media monitoring tools often cost money – and monitoring (or “listening”) is critical for even social media mediocrity, let alone success. It’s possible to find “free” tools, but some require an investment to get to the information that may actually be helpful to your organization.

Also, social media platforms are increasingly becoming “pay-to-play” in regard to promoted or sponsored posts. If you want to stay in the “game,” it is wise to consider these options at least from time to time as they may help your organization rise above social media “noise.”

Finally, learning tools for your staff like conferences and webinars cost money. Unfortunately, this kind of development often gets cut within some organizations, but social media platforms and best practices are constantly evolving. Your organization may benefit to know what is going on so that it may adapt and most effectively utilize digital tools.

 

6) Buy-in and integration is money

Marketing is the wingman for your mission-based departments so that they may score some action with donors and constituents. In order for PR and Marketing departments to be most effective in delivering engaging messages, they need support (both content and ongoing communication) from multiple other departments within the organization. This means that – for effective organizations – there is a portion of nearly everyone’s time that is ultimately dedicated to social media initiatives. Social media requires time above and beyond “the usual suspects” within marketing and PR departments.

Within a museum, for instance, social media managers need aid from curators and collections staff in creating accurate, expert content. They need to coordinate with guest relations to uncover methods of communicating important dates and museum information. They need to be in constant communication with operations folks to answer questions about logistics and customer service – and in dialogue with education departments to answer content-related questions in real-time. Moreover, they need to work with development to make sure that members and donors are recognized and “courted” on social media platforms. In short, social media is an “every department” job and organizations that deny this are “leaving money on the table.”

 

Not only is social media NOT cheap, it is a very real investment. And it’s one that your organization would be unwise not to make. At broader, industry conferences, it always looks the same: an organization steps up to discuss their social media practices (presumably, because they think they are good at it) and start with a slide that says, “Why are we on social media?! BECAUSE IT’S FREE!”  It leaves me baffled and, indeed, wondering how they do it.

How can you execute social media strategies that bring about monetary support without spending any time on strategy (or anything else related to social media), without creating any kind of content, without any talent, with ignorance of all changing platforms, and without time or support from anyone? Increasingly, you can’t.  And if you think you can with a minor investment, then you probably aren’t seeing any of the real strategic, monetary benefits of having an online presence at all.

 

*Image photo credit goes to Rob Cottingham

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, Myth Busting, Nonprofit Marketing, Trends 3 Comments

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

Word of mouth cartoon

 

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

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

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

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

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

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

 

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

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

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

 

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

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

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

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

 

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

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

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

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

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

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 5 Comments

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

Company achievements

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

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

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

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

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

 

2) Social media disproportionally influences market behavior

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

 

3) Social media involves evolving technologies and platforms

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

 

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

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

 

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

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

 

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

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Nonprofit Marketing, Sector Evolution, Trends 3 Comments

Minding Your Ps and Qs: The Importance of Early Adopters in Marketing Your Nonprofit (DATA)

Early Adopter

Nonprofit marketers increasingly understand the importance of reach and remaining top-of-mind when it comes to building affinity with potential visitors and donors in the digital era.  In a perfect world – one with unlimited resources – we would simply throw money at our marketing channels until everyone heard our message. However, in the real world of finite marketing budgets, many organizations mistakenly target the broadest swath of their market under the misguided notion that maximizing marketing efficacy depends on a “target the majority” strategy.

Instead, the modern nonprofit should understand that the number of people who see your message (i.e. how many) is significantly less important than the imitative value of the people who see your message (i.e. who).

Savvy marketers understand the critical importance of targeting “Market Makers” (as opposed to the broader market) to efficiently generate and sustain sales velocity…and the reasoning behind this strategy is undeniable.

As a friendly heads-up: I’ll warn you all that this post is a little wonkish (bear with me!), but for those of us who don’t have a degree in economics, here’s the play-by-play from an English major with a master’s degree in public administration (read: not math) who gets to see these items in action every day in her work with IMPACTS.

 

1. No amount of paid media (“P”) overcomes a lack of reviews from trusted sources (“Q”) when it comes to elevating reputation, driving attendance, or securing donations

IMPACTS - Diffusion of messaging

This model (which I’ve shared before) also demonstrates how dramatically marketing has changed in the last twenty years. Paid media (“P”) used to be the fastest way to reach the most people. Now – thanks to technology – we have more real-time access to reviews from trusted resources (“Q”) than ever before…and the ability to promulgate these views with the press of a touchscreen.

While some organizations seem to be afraid of harnessing the power of “Q“, sophisticated organizations may view this shift as one of the best things happening in the marketing world. We’ve flipped the influence potential from outlets controlled by third-party publishers and broadcasters to one primarily influenced by our own relationships with our audiences! Now, marketers have the opportunity to reach people and foster relationships via a much more effective and influential method (i.e. word of mouth from trusted sources).

 

2) Certain people have higher “Q” values than others (and thus serve as more trusted resources for spreading your message)

IMPACTS - importance of Q value

We all have a friend who, when they make a recommendation, we listen. These are the friends whom we consider to be “in-the-know.” They’re the first ones to go to the new, cool restaurant, and the first to sport the season’s best fashion.  In marketing-speak, they have a high “Q” values (AKA “high imitative values”). Like positive reviews in The New Yorker or The New York Times, reviews from these high “Q” value folks can make a world of difference for an organization. These folks are likely your “Market Makers” – the trend-starters and experts that get your organization’s ball rolling…and keep it in motion.

Similarly, we probably all have a friend (erm…or two) who, when they make a recommendation, we smile and nod but won’t touch that product with a ten-foot-pole.  These people have low “Q” values and, unfortunately, many organizations target these folks just as much as high “Q” folks with their broader marketing strategies.  Worse yet, without endeavoring to identify and target  “Market Makers,” an organization may be wasting valuable resources on “Laggards” who only adopt a product when it is on the precipice of being passé.

 

3) The “Q value” of the individuals you target determines the “velocity” of your message (how sustainable it will be over time)

IMPACTS - Q velocity

Imagine the adoption model above as a roller coaster. Now imagine that your organization’s goal is to engage the maximum amount of the audience.  As anyone who has screamed their lungs out while plunging down the big hill surely knows, the higher up the roller coaster starts, the more velocity the roller coaster has available to propel itself up and over other obstacles. If the ride starts at a height that is insufficient, the cart will not have the requisite velocity to reach its desired destination (i.e. your maximum audience).

In other words, if you start your marketing effort by “marketing to the middle” (i.e. the early majority), then the models suggest that your efforts will only gain the necessary velocity to carry your message through the late majority.  Sure – this strategy stands to reach 68% of the audience…but it ignores the most influential Market Makers who promise long-term relevance and sustainability.  Perhaps this explains why many visitor-serving organizations have essentially flat-lined their levels of visitation in spite of growing populations levels.

 

Bottom line: To increase reach and promote your brand most effectively, it is critical that your nonprofit targets Market Makers.

The web and social media allow for personalization. Taking the time and energy to identify and target high “Q” individuals (content creators, online critics) is among the most efficient, impactful, and valuable type of market research available to an organization.

Does this mean that the only folks who should matter in your nonprofit marketing strategy are Innovators and Early Adopters? Of course not. Your organization must be ready to engage other audiences, as that is – of course – the goal of targeting Market Makers: To leverage their imitative behaviors to help you reach broader audiences.

Clearly, not all online audiences are of equal value, yet organizations regularly (lazily?) develop strategies for their online audiences as if they were a single, homogenous constituency.  This is akin to developing “a targeted strategy for all things that breathe.” It is time for organizations to think of their online audiences with the same degree of segmenting sophistication that they lend to donors.  Identifying your Market Makers, targeting these highly influential persons with your messaging, and trusting their imitative values to amplify your message to the balance of the market are the hallmarks of an efficient and effective marketing strategy.

Who knew that your mother was such a prescient marketer when she told you to mind your Ps and Qs? (Sorry, guys. I had to…) 🙂

 

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, IMPACTS Data, Nonprofit Marketing, Sector Evolution, Trends 3 Comments

The Viral Oreo: A Social Media Lesson for Nonprofit Organizations

Let’s be honest: Some people watch the Super Bowl for the game, others for the commercials, and others still – though this may be a new phenomena – for the social media buzz. (Enter: Me…glued to the Super Fish Bowl and refreshing the #MuseumSuperBowl, only looking up to watch commercials and all the while totally unaware of my beautiful real-life surroundings.) In the aftermath of Super Bowl XLVII, one particular happening (aside from the Ravens win) keeps coming up as a reliable conversation starter in my circles – the timely image that Oreo posted during the blackout that received over 15,000 retweets and 20,000 likes on Facebook:

Oreo

Buzzfeed quickly posted about how Oreo was able to get this ad up in a timely manner, but why this image has received so much attention is arguably more important. Moreover, there seem to be two, broad misunderstandings regarding the success of the tweet: that it was all about timing, and that this is an exemplary, stand-alone social media win. There’s a bit more to it…

Here is why Oreo scored a touchdown with this image and what nonprofits and businesses can learn from this marketing/PR play:

(…both puns intended).

1) It was a carpet bombing

We were carpet bombed, folks. Oreo grabbed us through multiple media outlets with a string of advertisements and the timely image sealed the deal, crossing marketing outlets in a way that seems to have blown our minds. We had all just seen the $4 million Oreo Super Bowl commercial on our television screens. This ad alone crossed the realm from television (generally low overall weighted value as a marketing channel) to social media (generally high overall value) because it enticed audiences with a brand participation opportunity on Instagram (“chose a side”). Oreo gained tens of thousands of new Instagram followers from its Super Bowl commercial alone.

This is a key factor in the consequent virality of the Tweet Heard ‘Round the World.  Oreo had already prepped the market for consequent communications and engagement. They were top of mind to all of us and primed for a win. Oreo knew this, as they were extremely prepared to create a timely ad at some point during the Super Bowl. The virality associated with the Oreo image isn’t just about social media. This is about marketing strategy and understanding the benefits of respective marketing channels and how they can work together to achieve a goal.

The Take-Away: Consider how social media plays into your own goals and overall marketing strategy so that it may be used most efficiently. Social media efforts are generally stronger with support from efforts on other marketing/PR channels and should not operate independently.

 

2) It was an ad on the one day when we are excited about ads

Audiences generally do what they can to avoid excessive advertising in day-to-day life. However, the Super Bowl may arguably be the single day of the year when we actually look forward to commercials. The fact that our tolerance may have been higher for advertisements on Sunday may have contributed to the Oreo image’s virality. It was clever. It played the game. It gave us exactly what we expected from one of the businesses promoting themselves during the Super Bowl – a smart advertisement. And, critically, it retained the genre classification…it just changed the marketing channel. Would this kind of ad have gone as viral on any other day (provided it was just as timely)? Maybe…but probably not.

The Take-Away: Be aware of what your audience is doing and thinking, and what they expect from you. Not all social media general best practices apply all the time (“Beware of posting blatant marketing messages”). In fact, success may come in finding the appropriate exceptions.

 

3) It was an all-in-one image

According to Pew Research, we increasingly suffer from A.O.A.D.D (Always-On-Attention Deficit Disorder). This may contribute to the trends we are observing of a movement toward a more visual web.  Images are quick and easy. They generally don’t require any additional clicks or even very much time to digest. Most importantly, however, images are easy to share.  The sandwich cookie’s PR and marketing team were smart not to divorce the image from the message as this allowed for easy amplification. In other words, they made sharing fool-proof for us.

The Take-Away: Make it easy for online audiences to promulgate and amplify your message.

 

4) It had perceived effort

It’s one thing to take what is in our digital back-pocket and repurpose it for a timely initiative. This has been wildly successful in garnering online attention before (even when it’s only passive). It’s another thing to think of a quick message and create a professional, branded image in the midst of a “hot moment” on social media. Perhaps that’s what is most impressive: not only did Oreo post something timely – they posted something new and clever. Like the most memorable lines of an improv comedy show, it was quick and it was created for the occasion.

The Take-Away: You want folks’ attention? Show them that you are working for it. Just because you are operating on social media doesn’t mean that it is necessarily low-cost or low-energy to do it right. Sometimes it takes good old hard work and preparedness.

 

5) It was relevant and posted quickly

This is undeniable. It was an image posted at the right time, and it was relevant to audiences (i.e. we all saw the blackout and we all experienced the stalling of the game). While being quick and timely may have be the most discussed takeaway of the initiative, “timeliness” was hardly the sole factor in the ad’s virality. In fact, organizations like the Getty and the National Museum of American History tweeted timely social media gemstones regarding the blackout whole minutes before the Oreo tweet was posted. While they certainly garnered attention, they did not achieve the level of recognition that the Oreo blackout ad realized. What arguably impressed us most is that all of the elements mentioned above were incorporated in a witty ad that came out quickly.

The Take-Away: Find a way to make your brand relevant when it counts. Aim to promulgate messages at times when they may hit a shared understanding with audiences. Timing matters.

 

No doubt, the Oreo ad was a big success with regard to online engagement and amplification. This kind of virality is helpful in making brands top-of-mind and (hopefully) sparking affinity for a product or business. While the story and virality of this ad offers significant lessons for nonprofit organizations on social media, the true outcomes of Oreo’s collective Super Bowl efforts will not be truly realized until we know if the ads were successful in strengthening the company’s bottom line and increasing sales.

At the end of the day, social media success pays off in elevating reputation and aiding in achieving organizational goals. If a “like” does not inspire a desired behavior, then – really – it’s just a “like.”

 

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 Digital Connectivity, Nonprofit Marketing, Trends Leave a comment