The Hidden Value of Millennial Visitors to Cultural Organizations (DATA)

Data suggest that millennial visitors possess three behavioral characteristics that make them cultural organizations’ most valuable audiences. Okay, okay. Read more

The Surprising Reason Why Organizations Underestimate Attendance Loss During Closures (DATA)

When cultural organizations experience unforeseen facility closures, they lose more visitors than simply those who were planning to visit Read more

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

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

Real Talk: Why Cultural Organizations Must Better Engage Millennials (DATA)

Millennials are cultural organizations' most frequent and loyal visitors...but this audience remains underserved.  Here's why that's a big problem Read more

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

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

Most Popular Posts of 2015 For Cultural Organizations

From data on free admission to donor desires - here are the top ten most popular posts on Know Read more

Nonprofits

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

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

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

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

 

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

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

KYOB- Nonprofit recognition data

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

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

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

 

2) The market is sector agnostic

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

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

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

 

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

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

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

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

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

 

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

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

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

 

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

 

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

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Fast Facts Video, Financial Solvency, Fundraising, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Leave a comment

Nonprofit Leadership Has Evolved: Why Executives Should Be More Like Conductors

Nearly everything has changed in today’s digital world – including the most important duties of executive leaders in successful organizations.

Check out today’s KYOB “Fast Facts” video for three key insights that leaders need to effectively lead in today’s connected, evolving world.

Because I love metaphors and because this post deserves a revival…

Today’s evolved world demands that executives play the role of symphony conductor rather than first chair of an instrument within their organizations. In other words, the days of the executive as expert practitioner have past. It’s more important than ever that executives “conduct the symphony” rather than getting lost in the weeds (a place that – let’s be real – some executives have been known to camp out)!

In this bad metaphor of executives as conductors, the role of the CEO is to make sure that all of these departmental orchestras develop a cohesive symphony that is consistent with the organization’s overall values and objectives.

Today, organizations need conductors because even the most renowned first chair requires a maestro. Indeed, many of the most successful executives have long been playing the role of “conductor” – and this skill has never been more valuable or in-demand. The world moves too quickly for executives to be “expert” at everything in their department or organizations – and successful executives benefit by orchestrating the collective talents of their entire team to achieve success.

Here are three reasons why the need for conducting skills has never been greater (Again, check out the video for an overview):

 1) We are in the midst of a revolution

The Digital Revolution is so named for a reason – nearly everything has changed. To ignore this unassailable fact is to actively refuse to evolve an organization to keep pace with the surrounding world. Further compounding the challenge of the revolution is that fact that it’s still happening. For example, Facebook algorithms change and the very tactic that works best one month can hurt your organization’s success the next. New technologies create new advertising efficiencies.

It’s several full-time jobs just keeping up with the various aspects that go into a department. For instance, at IMPACTS, we are increasingly observing smart, forward-thinking organizations “outsourcing” aspects of their advertising strategy to more expert practitioners. This is not a knock on internal expertise – it is a compliment to the self-awareness of organizations that recognize the functional impossibility of maintaining expertise in an increasingly esoteric, evolving space. The advertising world is incredibly dynamic – it takes true experts who live and breathe it every day – to work with maximum efficacy. Increasingly, it’s simply too much for an individual working for one organization (without a grasp on the broader industry and without devoting significant resources to keeping up with day-to-day changes) to optimize an advertising plan.

Organizations increasingly need real experts. And organizations need executives to hire these experts and trust them. Executives and directors may benefit by realizing that – as awesome as they may be – it is unrealistic to think that they need to be more expert than the experts they’ve hired when it comes to today’s constantly-changing details.

When a leader plays the popular, “Now explain every aspect of this new thing to me while I fire back with actually-irrelevant, pre-digital revolution logic” game, the organization loses. If you’ve hired a good person, the only things a leader needs to consider are: “Will this work?” and “Does this fit with our organizational values?” and “Does this bring us closer to achieving our goals?”

 

2) Someone needs to preach to the choir

Sounds counter-productive, doesn’t it? In today’s world, though, it’s increasingly necessary. One of the most important roles of a good executive is managing successful internal communications.

It’s difficult for conductors to successfully conduct when the sheet music hasn’t been distributed to the musicians. Worse yet, it’s even more difficult to sound like a brilliant symphony without hours of practice. Yet, in a rush to engage external audiences in our fast-paced world, organizations regularly underestimate the critical importance of taking a moment to get everyone on the same page. This is increasingly glossed over, and yet this is arguably more important than ever given our real-time, digital world!

Reputation plays an important role in an organization’s success when it comes to garnering support, and managing reputation is a duty that every department – and the CEO and Board, of course – must work to carry out in concert. A good executive communicates purpose and reinforces the “why” of the organization within their respective department and organization. Without this, nobody plays the same song at the same pace. Without first aligning internal messages – a function of relentless communication – it’s impossible for staff to successfully communicate externally.

 

3) You cannot rule from the mountaintop while stuck in the weeds

And today’s weeds are thicker and taller than ever before. Our world demands that leaders develop a wider view of the institution and how it is perceived in order to develop strategy and confidently maintain an agile organization. If a leader is spending a disproportionate amount of time on one aspect of the organization (or one department), then they may miss the larger, more important, “big picture” aspects of the overall performance that they are supposed to be conducting.

More constantly-evolving areas of expertise (as we have in today’s world) mean more details with which executives may unknowingly distract themselves. Real leaders don’t hide in the weeds – especially when their organizations need them most.

The opportunity here isn’t to simply encourage leaders to stop micromanaging. The opportunity is to clarify structures and roles to meet the opportunity of an evolved world. 

 

Today, successful leaders are conductors – they bring talented musicians together, communicate the song for everyone to play, and work hard to create beautiful music.

 

Like this video? You can check out more on my YouTube channel. Here are a few Fast Fact post 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 updates and information, follow me on Twitter

 

Posted on by Colleen Dilenschneider in Fast Facts Video, Myth Busting, Sector Evolution, Trends Leave a comment

Five Famous Movie Quotes on How NOT To Run a Nonprofit Organization

Five Famous Movie Quotes on How NOT To Run a Nonprofit Organization

These quotes are not intended as maxims about running cultural organizations – though too many institutions act as if they are.

It’s December! This month is crazy. Organizations are pushing out their final charitable giving requests and I’m scrambling between clients giving annual wrap-up reports. And despite the work craziness right now, many of us will also be doing what we can to spend the last few weeks of the year with our friends and loved ones. That’s the time for excellent company, good books, hot chocolate, warm blankets, and good movies (if you ask me)!

In the spirit of celebrating the upcoming holidays and some much deserved time to relax, let’s do something fun: Here are five, famous movie quotes that summarize how some organizations mistakenly approach their operations.

(My runner up title: How NOT to Run A Nonprofit Organization – With Thanks to Hollywood.)

 

If you build it, they will come

Technically, the quote is “If you build it, he will come,” for you finicky quote folks – and it’s untrue. It’s especially untrue for visitor-serving organizations. If it were true, no newly constructed buildings would remain massively underused. Having free admission would be a cure-all for engagement (it’s not), and every new program or performance would be filled wall-to-wall with audience members and participants. Cultural organizations from museums to symphonies wouldn’t be experiencing declining attendance contrasted against burgeoning population growth…but they are.

Organizations often assume that anything they “build” is something that the market wants or needs – and that’s simply not the case. In fact, that’s the basis for a lot of the work that IMPACTS does and was summarized quite nicely in an article in The New Yorker, “[IMPACTS Research and Development] helps museums and similar institutions draw more visitors and assess whether a proposed new building or attraction will find enough audience to justify its expense. Usually, the answer is no.” Want a – more often than not – reliable way to increase visitor satisfaction and ultimately attract and retain more visitors? Get smarter about 21st century marketing and communications and invest in frontline staff.

(While admitting this movie has nearly nothing at all to do with the realities of running a visitor-serving organization, this (different) scene really does get me every dang time.)

 

I'll have what she's having

It is hard work running a nonprofit organization – so much so that a big part of my job is sharing nonprofit engagement techniques that actually inform for-profit companies! It’s such hard work that sometimes organizations get a wee bit tired and look to broad industry practices to validate their efforts. You might have a problem if someone in your organization has ever held up nonprofit industry benchmark numbers and said, “Look! We’re right in the middle for communication spending compared to other nonprofits!” or “Look! We’re slightly above average when it comes to attracting more diverse audience members!” To be in the middle among a set of organizations that are collectively not doing so great is worse than mediocrity – it’s a prelude to a downward spiral!

Organizations often forget to think critically when it comes to comparing themselves to other organizations and initiatives – and this oversight can lead them to copy bad practices. It leads to case study envy and continuous cycles of re-emerging industry failures highlighted as successes. It helps to be aware of the difference between a good model and a good example, and think twice about what other organizations are doing before copying something or even comparing their efforts to those of your own.

 

You had me at hello

Updated for 2015 and put through the lens of nonprofit audience engagement, this line would read, “You had me at your first targeted ad followed by your three engaging social media posts, your timely response to my question on your Facebook wall, that email that made me feel inspired, and then your timely Kickstarter campaign for your good cause!” Okay, maybe that’s a lot. The point is: We live in a world in which simply announcing presence without establishing a connection makes it difficult to develop true evangelists for your organization and its cause. Connectivity is king.

Creating – and then actively and intelligently fostering – relationships is critical in today’s noisy world. It’s not only about the content and what your organization says in a communication that grabs someone’s attention. It’s also about being worthy of that connection long-term.

(Okay, yes, movie folks. I understand that this context is completely different than the context of the movie. However, the line itself illustrates a key concept that may be helpful for organizations…because it is largely untrue in this context)

 

Love means never having to say you're sorry

Just…No. You are not Oliver Barrett and your audience is not Jennifer Cavilleri spurting sweet and understanding tears at your mistakes. Transparency and fostering connection is critical for building a strong reputation and attracting supporters. Some people probably would say that they love your brand/organization – especially if you are delivering on your mission – but when you mess up, you need to say sorry.

Look, sometimes organizations make mistakes…but if your organization does something that jeopardizes the trust that your supporters have in you, then you need to make it right. Often, when supporters get upset, it is because an organization is doing something that people perceive as running counterintuitive to its values or stated mission. If you’re doing honest, good work and something just goes wrong, tell the story. Social media is now a major force empowering giving decisions. Now, more than ever, it’s critical to communicate with your audiences when things don’t go as planned, and explain how your going to make it right (and then do the thing that makes it right).

 

You can't handle the truth

You can totally handle the truth! Not only that, in our industry, the truth really stinks sometimes. (I believe that the more the truth stinks, the more important it is that we handle it.) If we don’t embrace hard truths, how can mission-driven organizations succeed and build new, sustainable best practices?

A big part of what I do here on KYOB is bust industry myths, and I’ve noticed that my readers are the kind of people who think that the myths that hold our organizations back should be busted. Why put anything in the way of accomplishing great social missions? We can handle the truth because we have to handle the truth.

 

As the new year approaches, let’s try to keep these famous words on the screen and out of our nonprofit organizations. (Although I acknowledge that select movie lines may be relevant to certain cultural organizations – I know some curators who really do see dead people on a daily basis.)

Remember folks. It’s just a movie.

 

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

 

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

 

Photo credit to gobeyondseo.com

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Leave a comment

Why Millennials May Be The Most Valuable Generation for Cultural Nonprofits (DATA)

Data Show That Millennial Visitors May be Most Valuable Visitors for Cultural Organizations (DATA) {Know Your Own Bone}

The sheer size of the millennial generation makes them a critical target audience, but data suggest that millennial visitors may actually be the best visitors. Here’s why.

Millennials are the largest generation in human history. We know that they are a critical audience to engage now in order for cultural organizations to exist later. And, quite frankly, you’re probably tired of hearing about this public-service motivated, connected, social, educated, super-duper-special, hierarchy-hating, everyone-is-an-MVP bunch. (Heck, I’m a true-blue millennial and I’m right there with you!) However, all this talk about the need to engage millennials seems to still be met with an eye-roll and a “Here are even more things that we need to do for them” attitude from too many executive leaders. It seems that the size of this generation is the primary reason driving the need to engage millennials for many…and that’s an important reason. But it’s even close to the whole story.

Let’s change this attitude. Let’s do it with data.

Data suggest that millennial visitors are an organization’s most loyal – and they do much more loyalty-driving work for organizations than older audiences. When it comes to engaging millennials, a little is a lot more likely to go a long way. (But…that doesn’t justify organizations doing a little.) This generation is most likely to work for you. Overall, millennials are arguably a cultural organization’s most valuable visitors.

High-propensity visitors (HPVs, in my world (hold judgement on the acronym)) are people who possess the demographic, psychographic, and behavioral attributes that indicate an increased likelihood to visit cultural organizations such as museums, aquariums, gardens, performing arts organizations, historic sites, science centers, zoos, etc. These are the people who actually go to cultural organizations and data can bring to light what these folks have in common. Interesting findings arise when we take a look at millennial high-propensity visitors compared to non-millennial high-propensity visitors. Here are three, data-informed millennial visitor qualities that work to an organization’s terrific advantage compared to more traditional audiences:

High-propensity visitor indicators by age

(A quick note on the data: It comes from IMPACTS and the National Awareness, Attitudes and Usage Study of Visitor-Serving Organizations, first published in 2011 and updated annually thereafter. Since its initial publication, the study has tracked the opinions, perceptions, and behaviors of a sample population totaling 98,000 US adults, and is believed to be the largest and most comprehensive study of its kind.)

1) Millennial visitors are most likely to come back sooner.

Millennial high-propensity visitors have a shorter re-visitation cycle than even other generations of high-propensity visitors. In fact, millennial high-propensity visitors are 30.9% more likely to revisit an organization within one year than high-propensity visitors aged 55 or older. That’s a big difference. Moreover – and to the possible surprise of many – millennial HPVs are 20.5% more likely to join as a member than HPVs aged 55 and older. (Though those age 35-54 still take the cake when it comes to likelihood to become a members.) Millennials are an organization’s most loyal high-propensity visitors when it comes to driving repeat visitation. Capture us, and the data suggest we are most likely to come back – and relatively quickly!

 

2) Millennial visitors are more likely to spread positive word of mouth about cultural organizations to drive visitation.

As a reminder (that I provide on KYOB constantly): Data suggest that reputation is a key driver of visitation, and what other people say about your organization is 12.85x more important in driving your reputation than advertising. So what people say about your organization to one another is really important in getting people in the door. We millennial HPVs shine here compared to other HPV generations, and are 18.1% more likely to recommend experiences to a friend than those aged 35-54 and 20.5% more likely than HPVs aged 55 and older. Show us an organization that we like, and we are significantly more likely than older generations to endorse that organization to other people. Millennial high-propensity visitors are more likely than any other generational cohort to provide your organization with what data indicate is the single most valuable form of marketing.

 

3) Millennial visitors reach more people.

Why does being most likely to recommend a cultural experience to a friend particularly matter? Because millennial high-propensity visitors are crazy “super-connected.” This means that we are empowered to recommend experiences with a collective reach that’s like “traditional media” on steroids. “Super-connected” means that these folks are most likely to have access to – and be engaged with – the web at home, at work, and/or on mobiles devices. Admittedly, this can be an incredible asset or detriment to organizations based upon whether or not an individual had a positive or negative experience, but, provided that your organization is doing it’s best on the “satisfying experience” front, positive experiences can go a very long way.

We’re also much more likely than other HPV generations to make purchases online, further underscoring that if your audiences aren’t buying tickets online, it may have to do with your own organization’s online ticket buying strategy. As the world becomes more digital, more folks are making purchases online. Millennials are more than twice as likely to have made a large purchase online within the last year than folks aged 55 or older.

 

4) Millennials likely have the highest lifetime value.

This generation’s size and lifetime customer value suggest that organizations that successfully engage millennials stand to reap a big reward. Millennials are the youngest of the three generations (i.e. Millennials, Generation X, and Baby Boomers) currently visiting cultural organizations – meaning that millennials have the longest expected lifetimes to contribute value as customers. In addition, the large size of this demographic (nearly twice that of Generation X) compounds the composite lifetime value of engaging this audience.

Note that high-propensity millennial visitors are more educated than their generational predecessors. This is important to understand, because often when organizations say, “Let’s target millennials!” they mean ALL millennials. That’s not always a bad move. But, the reality is that millennials who currently profile as being likely to visit cultural organizations are a subset of the population just as high-propensity visitors from other generations are a subset of the population. Not everyone on the planet thinks, “Hey, I’ll do that!” when someone suggests visiting a cultural organization. For various reasons (e.g. free time, access to transportation, cultural background, income, etc.), that’s just not the case with some people. A goal of efficiently engaging millennial audiences is to tap into high-propensity visitors – those persons most inclined to visit in the first place (i.e. “the path of least resistance”).

Heads-up: We also aren’t watching a lot of live TV. Those aged 55 and older are nearly 60% more likely to be watching more than 10 hours of weekly live TV than we millennials. So if you’re appearing on a morning news show, we’re less likely to be tuning in. It may be beneficial to record that segment and put it somewhere where we can see it later if millennial viewership is a particular goal

.

Compared to other generations, millennial high-propensity visitors are more likely to visit more often. They are also super-connected and more likely to spread an organization’s message, providing incredibly valuable word of mouth endorsement. All things being equal, millennial audiences may well be a cultural organization’s most valuable visitors.

Let’s stop rolling our eyes and get psyched about engaging these cheerleaders! (Too much enthusiasm? I’ll it step back.) Here: Let’s change how we frame the conversation. Instead of groaning about the “otherness” of millennials, let’s embrace this opportunity to engage a new cohort of folks who will visit us again and again, tell their friends, and – if we do our jobs right – will be around loving us for a long time.

 

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

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Financial Solvency, IMPACTS Data, Millennials, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 1 Comment

The Myth of Saving Your Way to Prosperity: Three Financial Realities for Nonprofit Executives

The Myth of Saving Your Way to Prosperity: Four Financial Realities for Nonprofit Executives

An organization attempting to “save its way to prosperity” actually paves its way to financial demise. Here’s why.

It seems that many nonprofit marketing and communication departments are constantly being tasked by their executive leadership to “do more with less.” While cost-efficiencies are desirable in all types of businesses, nonprofit organizations seem to be especially prone to overlooking the cost of doing business.

My work with nonprofit clients at IMPACTS reveals that, more often than not, marketing leaders react to the “do more with less” mandate by desperately trying to “save their way to prosperity.” That is, they attempt to achieve goals not by optimizing spending to maximize the ROI (i.e. increasing their investments if the ROI warrants additional investment), but by saving as much as possible within their already woefully underfunded marketing and communication budgets.

Attempting to save your way to prosperity comes with a hefty price tag for organizations. Let’s hit this difficult topic head-on. It’s time to uncross our fingers and quit pretending that the prevailing forces of the economy don’t apply to nonprofit organizations. Here are three financial realities for executive leaders to consider:

 

1) Marketing is an investment, not a cost

Okay. It’s technically a cost – but when organizations think about it primarily as a cost rather than an investment, they do their organizations’ internal culture a grave disservice. Indeed, it costs money to “market” and communicate…but such is the basic cost of doing business. You need to spend money in order to get people in the door. There is a data-driven optimal investment of revenues required to optimize audience acquisition. If you don’t invest to connect with your audiences, then don’t be surprised when very few audience members choose to invest in your organization and programming. Sure, you’ll save money by not telling folks to come, but you also… won’t have anyone coming.

Compounding matters is the fact that some organizations still think social is “free” or low-cost, but social media networks are increasingly pay-to-play. Moreover, data suggest that things people say about your organization are 12.85 times more important in driving your organization’s reputation than your advertising. That fact may ostensibly sound like a great resource-hoarding angle to a CMO with a “save your way to prosperity” mindset but, instead, it should be acknowledged as a terrific investment priority to maximize support and achieve long-term financial solvency. In other words, social investment isn’t necessarily a replacement for traditional paid media – it is a cost-efficient opportunity for additional investment with additional benefits. If you don’t make the investment, then you cannot realize the return.

 

2. Costs to reacquire audiences are MUCH higher than costs to maintain and retain them.

Let’s say the “save your way to prosperity” angle is your thing, and you choose to save some resources from your already cash-strapped marketing department. You’re probably quite proud of yourself. And the CEO might be as well. At this time, you haven’t completed the engagement cycle (or, if you’re a cultural center, the visitation cycle) to see the impacts of your lack of investment yet. You’re looking and feeling like a penny-pinching rockstar.

Unfortunately for penny-pinching CMOs, it costs significantly more to re-acquire audience members than it does to maintain and retain them – as much as 7x more! Take a look at this often referenced analysis from Bain & Company that quantifies the value of investing in your current audiences:

Bain Retention Analysis

Also consider that the price of advertising is increasing. The “last year +5%” budgeting rule is out of play, making it more important than ever for nonprofit executives (CMOs and CEOs alike) to make wise investments. If you make a bad investment – or no investment at all – the bill will come due. You’ll lose your hard-earned audiences and need to spend more to get them back.

 

3) Deferred bills always come due.

Speaking of bills coming due, “deferred” doesn’t mean “dismissed” – and it especially doesn’t mean “resolved.” Inaction can be extremely expensive. Tiny deferred cost savings add up to very large bills.

While it can be tempting to put off inevitable expenses – particularly during times of financial stress – ultimately, this proves to be a shortsighted approach for an organization. Juggling expenses between operating quarters doesn’t actually change your organization’s performance during that same duration. Saving money by not fixing the roof doesn’t mean that you don’t need a new roof. Again, deferred bills always come due. These budget shell games are often designed to forfend scrutiny – but this is a short-term magical accounting game. We live in a spend a little now or a lot later world. And, failing to spend appropriately risks greater peril than merely mounting deferred expenses – your organization may be perceived as irrelevant.

You can’t save your way to prosperity. The best you can do with this mindset is spend less, lose loyal attendees and not acquire new ones, and “defer” costs that may risk lowering your organization’s reputation. That’s not “savings” and that’s certainly not “prosperity.” That’s actually spending your way to demise, or, the very thing your CEO is trying to avoid in the first place.

Don’t save your way to prosperity. Instead have a deep understanding of how your industry works and maximize your investments. If you’re a visitor-serving organization, here’s some help: 1) Understand the cost of advertising, 2) Know how to budget to maximize audience acquisition, and 3) Understand the need to invest and strategize to adapt to reach emerging audiences. Saving your way to prosperity is, at best, a short-term faux-solution. At worst, it’s a long-term recipe for disaster.

Know the cost of doing business. Learn what things actually cost. Get smart about your investments because to remain relevant, you’ll have to make them. Make sure you make the best ones possible.

 

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

Influencing Leadership: Three Findings to Effectively Communicate with Cultural Executives (DATA)

Influencing Leadership at Cultural Institutions

Here’s a data-informed peek at what influences leaders in cultural institutions.

I’m in the business of cultural sector evolution and – given that the cultural business model is in need of an update – we at IMPACTS have been looking at how the opportunity for evolution may be best understood. We work directly with many industry leaders (the Chiefs, or the “Cs”), and recently had occasion to scour the minds of these executives in order to better understand how they obtain information, and the roles that various information channels play in influencing their executive decisions. Potentially innovative, groundbreaking ideas risk dying on the vine if they aren’t understood and supported by an organization’s leadership. We wanted to find out more about how to keep that from happening.

The data below is from a survey of 306 executive leaders working at nonprofit visitor-serving organizations (e.g. museums, aquariums, cultural centers, theaters, orchestras, zoos, historic sites, etc.). The study identified the primary information channels that executives use to inform their decision-making processes, and further measured the relative trust and influence that these same leaders ascribe to the various information channels. These values are quantified on an index value basis – a way of assessing and comparing these measurements in relative terms (i.e. an information channel with an influence value of 200.0 is 2x as influential in the surveyed leaders’ decision-making processes than is an information channel with an influence index value of 100.0).

The findings of this study are relevant to anyone whose profession requires influence, motivation, and collaboration with or among leaders.  If we know what informs and influences leaders, then we can more effectively communicate with, and, in turn, influence leadership. Before you can change the world, you likely need to change some minds. Here’s data that will help:

 

1) Timeliness matters

KYOB IMPACTS - Sources of information  for cultural leaders

Let’s start with the obvious: It’s easiest to reach fellow leaders via the information sources that they are actually using.

Books and manuals generally have some influence power and are perceived as trustworthy and relatively influential sources (more on that in the charts that follow). This is frequently because book publishers employ credibility protectors such as fact-checkers, researchers, and editors, so leaders often regard this information channel as an expertly vetted, reliable source of information. But, it also takes time to write, edit, publish, and distribute (not to mention read) a book. That may be why the data suggest that leaders aren’t primarily relying on books and manuals for information (which they reference for information approximately 3.5x less often than they do online daily news sources). So, yes, books are potentially influential – if you can get the leader to read the book!

Data suggest that more timely information channels win the day when it comes to providing value as an information resource for leaders. Consultants/industry experts, peer-to-peer communications, and especially daily newspapers and blogs are timely by nature. Timely information sources are likely to be more right-now relevant than sources with more labored publication processes.

In addition to books, industry publications (often published periodically) and conferences (typically occurring annually) struggle to meet the timeliness requirement that agile leaders demand of their most important information sources.

 

2) Experts are far more valuable than participants

KYOB IMPACTS - influence of sources for cultural leaders

Perceived expertise is a significant driver of influence. Daily newspapers are definitionally timely – and the perceived prestige, credibility, and expertise of publications (think The New York Times, The Washington Post, The Wall Street Journal, The Boston Globe, etc.) inure to the benefit of their journalistic staff. There’s a high level of trust and influence embedded in these brands despite the fact that the web allows nearly anyone to be a “reporter” these days. Sources perceived as expert – such as industry experts, consultants and industry executives – dominate influence on leaders.

KYOB IMPACTS - Trust of sources for cultural leaders

Conversely, sources based heavily in participation don’t perform nearly so well. Not everyone who participates in something is an expert. This may be a challenge for industry publications and conferences – they often feature far more participants than experts. More heavily participation-based (versus expert-based) sources often supply unfiltered noise in the already-noisy world of an executive leader…a circumstance that may be the opposite of helpful in the eyes of the “Cs.”

I wonder if – as the most effective leaders increasingly play the symbolic role of a conductor within organizations – the influence, trustworthiness, and go-to value of professional staff will increase. That’s a tide that may necessarily turn as cultural organizations evolve: Leaders may need to trust the (increasingly nuanced and specialized) experts that they hire in order to simply run their organizations.

Fun fact: Leaders right now utilize printed newspapers far, far more frequently than the general population. Nope, it’s not because printed newspapers are different than online newspapers in terms of content – it’s because today’s head-honchos are generally educated Baby Boomers who simply still prefer getting their news in print.

 

3) It’s a small world after all

What leaders say to one another is far more influential than what non-peers say to leaders. This is evident when observing the high impact of peer-to-peer communications and industry experts. Leaders seek out and listen to other leaders.

While this may be slightly disappointing for non-Chiefs, I urge these future leaders to look at the very bright side of this finding: If you can influence a small group of leaders, then you may be able to influence the entire sector. Hopeful? Perhaps. But identifying this narrow band of very specific influencers could prove enlightening for both current and future leaders alike – especially considering the imperative to evolve the way that many nonprofits do business. Think of other relatively small groups of folks who knew one another and changed the course of history. The Beat Generation. The Lost Generation. The Cultural Institution Reinvention Generation? Perhaps change in this sector is not so different. Or, perhaps I just want an excuse to include references to both Jack Kerouac and F. Scott Fitzgerald in a post.

Ours is not a kingdom, it is a collaboration. To influence leaders, we must compellingly communicate a point of view…and it’s easiest to do this when we communicate in consideration of leadership’s most preferred, trusted, and influential information sources.

 

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

Image credit: Scientific American

Posted on by Colleen Dilenschneider in IMPACTS Data, Sector Evolution, Trends 2 Comments

The Evolution of Nonprofit Leadership: We Need More Conductors

Conductor 1

Nearly everything has changed in today’s digital world – including the most important duties of executive leaders in successful organizations.

I’ve recently been involved in conversations exploring the new roles of executive leadership (the Chiefs) in today’s evolved world. Everything related to managing effective organizations seems to be changing – audiences, engagement mechanisms, desired public values, and even the roles of institutions themselves. Organizations are “flattening” hierarchical structures, opening authority, and some are even letting staff members work from home. Even the role of email and websites has changed. These are all very different and far more prevalent situations than they were even five years ago. As such, the way that executive leaders lead must evolve, too.

Today’s evolved world demands that Chiefs play the role of symphony conductor rather than first chair of an instrument within their organizations. In other words, the days of the Chief as “expert practitioner” have past. It’s more important than ever that Chiefs “conduct the symphony” rather than getting lost in the weeds (a place that – let’s be real – some Chiefs have been known to camp out)!

In this bad metaphor of Chiefs as conductors, the role of the CEO is to make sure that all of these departmental orchestras develop a cohesive symphony that is consistent with the organization’s overall values and objectives.

Today, organizations need conductors because even the most renowned first chair requires a maestro. Indeed, many of the most successful Chiefs have long been playing the role of “conductor” – and this skill has never been more valuable or in-demand. The world moves too quickly for Chiefs to be “expert” at everything in their department or organizations – and successful Chiefs benefit by orchestrating the collective talents of their entire team to achieve success.

Here are three reasons why the need for conducting skills has never been greater:

 

1) We are in the midst of revolution

The Digital Revolution (emphasis on the word “revolution”) is so named for a reason – nearly everything has changed. To ignore this unassailable fact is to actively refuse to evolve an organization to keep pace with the surrounding world. It is the equivalent of choosing irrelevance.

Further compounding the challenge of the revolution is that fact that it’s still happening. For example, Facebook algorithms change and the very tactic that works best one month can hurt your organization’s virality the next. New technologies create new advertising efficiencies – last season’s “tried and true” may be obsolete this season. It’s several full-time jobs just keeping up with the various aspects that go into a department. For instance, at IMPACTS, we are increasingly observing smart, forward-thinking organizations “outsourcing” aspects of their advertising strategy to more expert practitioners. This is not a knock on internal expertise – it is a compliment to the self-awareness of organizations that recognize the functional impossibility of maintaining expertise in an increasingly esoteric, evolving space. The advertising world is incredibly dynamic – it takes true experts who live and breathe it every day – to work with maximum efficacy. Increasingly, it’s simply too much for an individual working for one organization (without a grasp on the broader industry and without devoting significant resources to keeping up with day-to-day changes) to optimize an advertising plan.

Even a magical Chief who could stop time could not possibly hope to fully catch up on any one branch of their department – let alone all branches. Organizations increasingly need real experts. And organizations need Chiefs to hire these experts and trust them. Chiefs may benefit by realizing that – as awesome as they may be – it is unrealistic to think that they need to be more expert than the experts they’ve hired when it comes to the details.

When a leader plays the popular, “Now explain every aspect of this new thing to me while I fire back with actually-irrelevant, pre-digital revolution logic” game, the organization loses. If you’ve hired a good person, the only things a leader needs to consider are: “Will this work?” and “Does this fit with our organizational values?” and “Does this bring us closer to achieving our goals?”

 

2) Someone needs to preach to the choir

Sounds counter-productive, doesn’t it? In today’s world, though, it’s increasingly necessary. One of the most important roles of a good Chief is managing successful internal communications.

It’s difficult for conductors to successfully conduct when the sheet music hasn’t been distributed to the musicians. Worse yet, it’s even more difficult to sound like a brilliant symphony without hours of practice. Yet, in a rush to engage external audiences in our fast-paced world, organizations regularly underestimate the critical importance of taking a moment to get everyone on the same page. This is increasingly glossed over, and yet this is arguably more important than ever before given our real-time, digital world!

Reputation plays an important role in an organization’s success when it comes to garnering support – and managing reputation is a duty that every department – and the CEO and Board, of course – must work to carry out in concert. A good Chief communicates purpose and reinforces the “why” of the organization within their respective department and organization. Without this, nobody plays the same song at the same pace. Without first aligning internal messages – a function of relentless communication – it’s impossible for staff to successfully communicate externally.

 

3) You cannot rule from the mountaintop while stuck in the weeds

Organizations must be accessible 24/7 on real-time, digital platforms to answer questions and/or provide information from nearly all departments. The opinion of one, connected individual can have a real impact on an organization’s bottom lines.

If CEOs of the past needed to stand on the mountaintops to get a view of their kingdom, now they need to look out from space shuttles. Simply stated, today’s world demands that leaders develop a wider view of the institution and how it is perceived in order to develop strategy and confidently maintain an agile organization. If a leader is spending a disproportionate amount of time on one aspect of the organization (or one department), then they may miss the larger, more important, “big picture” aspects of the overall performance that they are supposed to be conducting.

More constantly-evolving areas of expertise (as we have in today’s world) mean more details with which Chiefs may unknowingly distract themselves. Real leaders don’t hide in the weeds – especially when their organizations need them most.

The opportunity here isn’t to simply encourage leaders to stop micromanaging.The opportunity is to clarify structures and roles to meet the opportunity of an evolved world. Today, successful leaders are conductors – they bring talented musicians together, communicate the song for everyone to play, and work hard to create beautiful music.

 

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 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

Most Popular Posts of 2014 for Museums and Nonprofits

KYOB Happy 2015What a year! From the strategic evolution of nonprofit organizations to marketing channel efficacy to the need for millennial board members… These are your (a rather focused tribe of industry leaders) favorite KYOB posts of 2014.

Thank you for reading, engaging with, and passing along Know Your Own Bone among your organizations and circles of industry professionals. I continue to be blown away by your passion for elevating mission-driven organizations – and I am honored to aim to provide market insight for such a thoughtful and hard-working bunch of nonprofiteers! I’m thrilled by the prospect that these posts may be providing value for your friends, colleagues, fellow board members and executives, and even college and graduate students. You folks motivate me to keep provide nonprofits and visitor-serving organizations with intelligence regarding market behaviors and perceptions and I hope that my work being a nonprofit/for-profit double-agent has been of value!

Here are KYOB’s most viewed and passed-along posts of 2014. These are the posts that my analytics suggest you emailed around the most, shared with your friends and colleagues, and got the most attention within graduate programs and professional development curriculums:

 

Why Social Media Is The New Force Empowering Giving Decisions

Here are three ways that social media engagement on real-time, digital platforms is changing the nonprofit sector and empowering potential donors to make more intelligent giving decisions.

 

Signs of Trouble for the Museum Industry (DATA)

As the US population grows, the number of people attending visitor-serving organizations is in general decline. And this is a very big problem for sustainability without a digital-age shift in our business model. Here are three behaviors we need to adapt to reset our current condition.

 

Five Things I Have Learned As a Millennial Working with Baby Boomers

Here are my five most valuable lessons that I’ve learned as a millennial “change agent” at work in the land of Baby Boomers.

 

 The New Trickle Down Effect: Why Nonprofits Are Innovators for Industry

Indeed, when it comes to innovation, some of the best R&D happening in our space is being pioneered by nonprofits. Here’s why.

 

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

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

 

Six Urgent Reasons to Add Millennials to your Nonprofit Board of Directors

Don’t have at least one millennial on your Board of Directors yet? Here are six, critical reasons to call up the nominating committee and work on getting some impressive millennials aboard your nonprofit Board right now.

 

How to Score an Informational Interview: 7 Tips for the Information Age

“Picking someone’s brain” needs an update. Here’s how to actually get an “informational interview” in today’s world.

 

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

Social media is an enormously important component of your overall marketing and communication strategy. In fact, data support it as one of the most efficient and effective channels to engage your users and constituents.

 

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

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.

 

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

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

 

Cheers to an incredible 2015 for all of your mission-driven organizations! May this next year bring you and your organizations much success.

Thanks again for following along!

 

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 Trends Leave a comment
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