Special Exhibits vs. Permanent Collections (DATA)

Special exhibits don’t do what many cultural organizations think that they do. If fact, they often do the opposite. Read more

Eight Realities To Help You Become A Data-Informed Cultural Organization

Is your organization integrating market research into strategic decision-making processes yet? Here are eight important things to keep in Read more

A Quarter of Likely Visitors to Cultural Organizations Are In One Age Bracket (DATA)

Nearly 25% of potential attendees to visitor-serving organizations fall into one, ten-year age bracket. Which generation has the greatest Read more

People Trust Museums More Than Newspapers. Here Is Why That Matters Right Now (DATA)

Actually, it always matters. But data lend particular insight into an important role that audiences want museums to play Read more

The Top Seven Macro Trends Impacting Cultural Organizations

These seven macro trends are driving the market for visitor-serving organizations. Big data helps spot market trends. The data that Read more

The Three Most Overlooked Marketing Realities For Cultural Organizations

These three marketing realities for cultural organizations may be the most urgent – and also the most overlooked. This Read more

personalization

The Top Seven Macro Trends Impacting Cultural Organizations

These seven macro trends are driving the market for visitor-serving organizations.

Big data helps spot market trends. The data that we collect at IMPACTS is no different. (After all, it is big data!) There are certain trends that come up again and again, and they provide clues as to how cultural organizations may best evolve to remain relevant.

Unsurprisingly, visitor-serving organizations are not immune to the forces affecting the rest of the world. In other words, it’s rather common to see market trends that affect for-profit and government entities affect visitor-serving organizations as well. Makes sense, right? As much as we may sometimes wish we lived in an alternate reality with regard to things like adequate marketing investments, we, too, are members of this Planet Earth in all it’s economically-driven glory.

But that’s not all bad news. Just because “but we’re a nonprofit” increasingly isn’t a thing, that doesn’t mean that the reality is all that sobering. Some of the key trends affecting the market at large right now are areas wherein nonprofits traditionally shine! These seven macro trends manifest themselves in not only IMPACTS data tracing public perceptions and expectations of cultural organizations, but in much of the data that you’ll find coming from any reliable source right now for nearly any economically-concerned entity. Yes, cultural organizations are economically concerned entities. That may sound gross to my friends on the mission-execution end, but it’s important for cultural organizations to stay afloat so that they can…well, execute missions.

These macro trends are largely informed by the realities of our living in a more connected world than ever before – but they seem to affect nearly everything that organizations do onsite and offsite. They seem to affect the way that the market views the world right now, and its expectations for brands and experiences. These are the seven words and concepts that my clients and coworkers are probably the most sick of hearing every time we review a new set of data. (A possible exception may be the term “symbolic capital,” because I personally love it and thus I try to sneak it into most conversations – and not always seamlessly.)

Because these trends are apparent in much of the market data, there are lots of links to Know Your Own Bone in this article –so feel free to dig in and deep dive a bit!

 

Personalization

Just as the world that we live risks increased noisiness with all of the information that we have at our fingertips, it’s similarly becoming increasingly personalized. Ads, status updates, and online experiences are increasingly targeted and personalized for us. As such, personalization is becoming the expectation for folks. Obviously, this has implications for cultural organizations in the online realm. There’s an expectation that organizations will respond to people on social media on a personal level, that ads and posts will be relevant to them (this is why smarter targeting is important), and that we’ll interact with our most important supporters equally well offsite as we do onsite.

Positive, personalized interactions between staff members and visitors is the single most reliable way to increase visitor satisfaction onsite. Simply put, personalized experiences – be they online or onsite – have a greater likelihood of being relevant.  Personalization can be a smart relevance hack.

Similarly, alongside personalization is the decreased interest in standardized experiences. This can be seen in the decrease in interest in group sales and the growing popularity of personalized tours and experiences (à la Museum Hack). Disney World has added a feature to its famous Haunted Mansion ride wherein the hitchhiking ghosts hold up a sign that mentions your home city as your doombuggy ride draws to an end. In It’s a Small World, the riders’ names appear on those multi-lingual goodbye flowers. The Disney experience is increasingly self-curated and can be personalized. Immersion and interaction are driving concepts behind the new Star Wars Land set to open in 2019. While the high-propensity visitor profile is not the same to Disney World as it is to cultural organizations (e.g. they don’t necessarily have the same demographic, psychographic, and behavioral attributes that indicate likely visitation), I mention Disney World because it’s an entity with significant visitation that is capitalizing on the personalization trend.

 

Social connectivity

Connectivity is king – and, like the other macro-trends on this list – this is true both onsite and offsite. Offsite may seem rather obvious: Social media plays an important role in driving visitation to cultural organizations, and it’s a critical element of the visitor engagement cycle. High-propensity visitors to cultural organizations qualify as being “super-connected” to the web in that they have access to the web at home, at work, and on a mobile device. This is true of the folks who are most likely to visit cultural organizations regardless of age. (So, nope, not just millennials).

Onsite, social connectivity makes perhaps its biggest splash: Data suggest that who people are with is often more important than what they see when they visit a cultural organization. Not only that, folks who value “with > what” also have the most satisfying experiences and a greater intent to revisit. Social connectivity is another reason why personalized interactions between staff members and visitors matter. While interactions with staff can lead to the greatest increases in visitor satisfaction, rude staff are the single biggest onsite dissatisfier for cultural organizations by a large measure. For performance-based organizations (e.g. ballets, theaters, symphonies) rude guests is the second biggest dissatisfier. Interactions with humans matter big time, folks.

Sure, we’re mighty connected online in today’s world – but being connected to humans onsite is just as critical as ever before. In fact, onsite digital connectivity does not increase visitor satisfaction as much as good ol’ face-to-face communication. (But onsite digital does increase visitor satisfaction so I propose that you aim to rock both.)

 

Social mission

Corporate social responsibility has been called mandatory for for-profit companies today. Simply put, it’s increasingly an expectation that organizations will give something back. That’s part of the reason why the market is increasingly sector agnostic – it doesn’t matter much if your organization is nonprofit or for-profit. What matters is that you do the social good that you say that you do. Organizations that highlight their missions outperform those marketing primarily as attractions. It’s cool to be kind. While social missions may sound like a unique differentiator for nonprofits, they’re not. For-profit companies increasingly have well publicized “so whats?” too.

Not only that, members that like your organization for its mission generally invest more by purchasing more expensive memberships and find greater satisfaction in their memberships than transaction-based members who primarily seek event access and discounts. Here’s the data. Simply, what folks want from memberships is changing. With all the talk about armchair activism, we find that people really do want to actively take part in and contribute to something meaningful.

 

Entertainment vs. education

Boy-oh-boy is this a big topic right now in the cultural sector. IMPACTS has tons of data about the importance of being educational vs. being entertaining, and the results are both obvious and frustrating: We need to be both – but not necessarily equally or in the same way. We need to understand the collaborating role that these two visitor experience aspects play in driving behaviors and, specifically, getting folks to act in our organizations’ interest by paying us a visit, becoming a member, or making a donation.

This is a bigger discussion than I intend to tackle in this article, but here’s a very basic overview of how they work together. Simply, entertainment value drives visitor satisfaction and visitor satisfaction is critical for attendance and solvency. Period. Entertainment value is fiercely important. When we act like “entertainment” is an enemy to “education” instead of its often times greatest partner, we do our organizations a grave disservice. That said, education value serves as an important, unique differentiator that may play a role in the decision to visit a cultural organization instead of taking part in a different leisure activity. (“Interest in an alternative activity” is the biggest reason why folks with reported interest don’t make it through the door.)

Why is this on a list of market trends? Because though the words may be different, this issue isn’t unique to cultural organizations.  Folks want to have a pleasurable experience and having a “so what?” or “it’s good for me/my loved ones” can serve as a competitive advantage when compared to other services/experiences when perceived entertainment value is relatively equal to the alternative. It’s the root of much corporate social responsibility and it requires a tough conversation about reputational equities.

 

Real-time and authentic

This trend is roped to personalization and social connectivity. Social media and digital engagement are real-time, and audiences expect responses in real-time. The real-time trend mirrors the rise of certain social media channels and features, including Snapchat (now, Snap), Instagram and Facebook stories – not to mention live video. These platforms allow for limited professional editing by brands and organizations, forcing – in a way – a kind of authenticity that heretofore organizations could more carefully manage. These trends force behind-the-scenes culture to the front lines. Is your organization really doing interesting things? Show it.

Trends toward real-time and more (seemingly) authentic engagement underscore the need for organizations to walk their talk. It’s time to show and not simply tell. We “show” by what we post online each day and through onsite experiences. Because of the increased want for self-curation and consumer power (discussed next), these trends affect visitation and also philanthropic giving.

 

Consumer control

Everyone is a curator today, but this trend isn’t about literally allowing audiences to curate collections in cultural organizations. It’s about consumer power and control borne of folks having a whole heck of a lot of information at their fingertips nowadays. People want to decide things for themselves because they can. It’s why walking our talk matters. It’s why social media increasingly empowers giving decisions. All this being said, the market views cultural organizations as expert and trustworthy, and that’s a valuable reputational equity that we possess.  (I have the data on this ready to go up  next week, so stay tuned.) We need to walk a fine line to be successful…an “open and yet expert” line.

On social media, we’re seeing this trend take place a bit in SMS messaging, Snap, and Instagram. We can post publically to our “friends,” and we can send private messages to our maybe-more-real friends. We have more and more power to decide who sees our posts.

This trend plays nicely with personalization. As mentioned above, we increasingly expect personalized experiences and interactions, but once the personalized message hits us, folks want to decide on their own if visiting an organization is worth the time and energy investment. This is the reason why more visitation decisions are informed by an organization’s social media channels than an organization’s website.

 

Integrity

This one is big right now, and it’s showing up rather dramatically in market data. We have fake news on the mind! Like trends toward authenticity, desired integrity necessitates that an organization walk its talk.

Not only is the US divided politically, we are divided in terms of how people view the economy as well. Unfortunately for cultural organizations, high-propensity visitors aren’t super happy with things right now. (High-propensity visitors are people with the demographic, psychographic and behavioral attributes that indicate likely attendance to nonprofit, visitor-serving organizations.) Visitor confidence in cultural organizations remains at a dramatic low because, simply, it’s difficult to tell what we stand for during this highly politicized time. Organizations that have stood behind their social missions during this time have reaped important reputational rewards. Why? Integrity, folks. It’s a big deal right now for the people who actually go to museums, aquariums, gardens, and performing arts organizations.

But this trend isn’t necessarily a “political” one. It’s infiltrated operations. A demonstrated lack of integrity is the biggest dissatisfier for high-level members to cultural organizations. We know their names and cell phone numbers perhaps too well when carrying out solicitations, but we suddenly forget who they are when they’re onsite. That’s a disconnect. Some organizations even have (sometimes completely ridiculous, over-the-top) member-ID-checking-police guarding their entrances as if they were border checkpoints. Unsurprisingly, questioning the integrity of our own members is also high on their list of membership dissatisfiers.

 

These seven macro-trends are strongly connected to one another. The organizations that will succeed in reaching new audiences (which data suggests needs to be a primary goal for cultural organizations)  and cultivating engagement are those that don’t simply aim to “one-off program” their way to success. Organizations may be best served to integrate these trends into the new reality of how they operate and do business.

Do these trends sound familiar? Do they ring a bell? Excellent! We can declare importance, but the market determines our relevance. These trends provide a peek into how audiences are doing that. Let’s keep these macro-trends in mind and keep moving forward.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Nonprofit Marketing, Sector Evolution, Trends Comments Off on The Top Seven Macro Trends Impacting Cultural Organizations

The Three Most Overlooked Marketing Realities For Cultural Organizations

These three marketing realities for cultural organizations may be the most urgent – and also the most overlooked.

This one’s got a Know Your Own Bone Fast Facts video, folks! If you’d like to share this message with a team (or you would rather watch a little video than dive into written content), check out the video below or head over to my YouTube channel and dive in.

These are three urgent marketing realities for cultural organizations that, while they aren’t actually new at all, seem to surprise executives when we at IMPACTS underscore them as contributors to diminishing audiences. All three of these realities may be whack-you-in-the-face obvious when you stop to think about them, but many organization leaders seem…not to think about them. And it makes sense. Organizations may turn a blind eye to these three realities because they are inconvenient. They’re real – and they are kind of annoying. That is, they involve evolving the way that leaders and executives think about marketing and communications. Perhaps that is a reason why – however obvious these realities may be – I find myself repeating them many times over. HERE’S THE VIDEO:

There is another reason why they may be repeatedly overlooked: Mastering these realities requires skillsets that heretofore haven’t been prioritized by many organizations. We’re used to traditional communication channels and how to think about communications – and the leaders of cultural institutions have been “doing communications” for years! The thing is, this digital engagement thing keeps us on our toes. It’s why today’s cultural executives need to be more like conductors, and less like the first chairs of instruments. There’s a lot going on! Personalization, transparency, social connectivity, real-time communications, and brand integrity matter more in our digital world then they ever have before, and, thus, we need to change up our more traditional ways of thinking.

Connectivity is king and, within the more financially successful organizations with which IMPACTS works, communications departments function more like strategic partners than bottom-of-the-chain service departments. Misunderstanding the evolving role that marketing and communications play in driving visitation and engagement in our connected world is the reason why some people still say these three stupid things to the marketing department.

I could write a hefty, data-based essay explaining why every person who works for a cultural organization should be showering friendly frontline staff and thoughtful social media community managers with flowers, cupcakes, and (consent OK-ed) big hugs. Data reveal time and time again that staff who engage directly with constituents are our champions of shared experiences. They make-or-break both our offsite reputation and our onsite satisfaction. Marketing and communications are increasingly important in our connected world. And, as Uncle Ben from Spiderman has taught us all, “With great power comes great responsibility.”

While these items may “live in” the marketing or communications departments, the culture required to adapt to these changes may require a culture shift within some entities. It’s the responsibility of the entire organization to create a culture that more than acknowledges these three realities. We’ve got to keep up. We’ve got this! Let’s dive in…

 

1) Meet audiences where they are

Data suggest that communication channels that talk WITH audiences (such social media and the web) are considered more go-to sources of information than channels that talk AT audiences (such television, radio, or direct mail). If we want to engage folks, we need to be masters at reaching them where they are now…not where they were last year. We don’t get to decide where to speak with audiences to be most effective – they do. If we ignore their preference, we won’t be heard.

This is obvious. But even though it’s obvious, old habits die hard. For decades, things that weren’t digital were what worked…because “digital” simply didn’t exist in the way that it does now. And it’s not likely to exist in the next decade in the way it exists today. Things are fast-moving. It’s important to keep tabs on not only where audiences are spending their time, but also what they expect and want to receive in terms of messaging for each communication channel – digital or otherwise. Here’s some data on the power of specific social media channels right now.

One of the reasons why digital engagement (and social media, in particular) is so important for cultural organizations is because these channels facilitate word of mouth endorsement. What other people say about you and the sharing of their own experiences is 12.85 times more important in driving your reputation than things that you pay to say about yourself.

 

2) Target the people and not the place

It’s time to pause and consider that we can identify and target individuals now more intelligently, efficiently, and cost-effectively than ever before. As such, we similarly need to evolve how we think about “targeting.”

Think about it: The ads and endorsements that we see every time we turn on our phones or computers are tailored for us based on various technologies’ algorithmic secret sauces. We live in a world that is increasingly personalized, and personalization is fast becoming the expectation of our audiences. As such, it’s generally a better idea to leverage technologies that serve your content to targeted individuals with specific indicators of interest in your organizations, then it is to advertise more broadly on a “place” such as a single website. The name of the game nowadays is to target digital audiences across the entirety of the Web – not engaging only those who happen to visit the one website where you purchased advertising.

Putting a banner ad on a local newspaper’s website may have been considered “targeting” in the past, but it isn’t anymore. The world has gotten smarter about targeting and personalizing messages to effectively reach audiences. It’s time for cultural organizations to make sure that they are smart about it, too.

 

3) Adequate marketing investments matter

“But we got a great deal on the banner ad on the local newspaper’s website!” Awesome. Getting a “deal” on a possible misuse of funds is strangely a thing that too many nonprofit organizations brag about regularly. A “deal” simply isn’t a sufficient motivator for a suboptimal ad spend – or any marketing effort – that isn’t strategically determined to be the best for the organization. The problem here is the chronic nonprofit misunderstanding that an organization can “save its way to prosperity.” That’s not a thing. It costs money to make money.

Instead of following market realities, some organizations still invest “last year’s budget plus five percent.” Some simply reinvest last year’s budget. Unfortunately, that’s not how audience acquisition investments work. Budgets need to be contemplative of the true costs of new technologies and evolving marketing best practices.

Not sure how much to invest or which channels to invest in? IMPACTS uncovered a data-informed equation for determining optimal audience acquisition investments. Remember that it’s not only about spending the proper amount and budget allocation to each channel – it’s also about spending those funds thoughtfully and strategically. Knowing appropriate spending lets you know the size of the frame. To be successful, your organization still needs to paint the picture.

 

Do these three marketing realities sound obvious to you? Excellent! It’s probably because these “new” realities are simply 2.0 versions of tried-and-true ways to think about marketing: Target the right people, in the right place, with the right amount of investment. It’s not rocket science. But we do need to remember that these things change. It’s not a fancy-sounding, simplified, marketing best-practice that you can frame and put on your wall and always understand exactly what it means. We need to be constantly asking ourselves:

 

Are we doing the best thing to target the right people?”

“Are we targeting people where they actually are and not simply where would be most convenient for us?”

“Are we investing the amount that we need in order to succeed in today’s environment?

 

Sometimes, it’s a matter of asking the right questions and not just the questions that are convenient. And yeah – that can be annoying – because folks working within cultural organizations are already working hard with limited budgets to educate and inspire people. It’s a labor of love that you are doing out there, reader! But I’m going to bring this one back to Spiderman again because, indeed, we have a great responsibility.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Financial Solvency, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 2 Comments

A Simple Framework For Cultivating New Audiences For Cultural Organizations

Because it is difficult to “one-off program” ourselves into long-term solvency.

This week’s fast fact video (A Simple, Guiding Framework for Cultivating New Audiences) aims to cover a big, important topic in a simple, straightforward way. It provides a data-informed framework for how to approach the task of reaching new audiences and cultivating them into regular attendees.

Cultural organizations need to turn new and emerging audiences into regular attendees – and fast. Negative substitution of the historic visitor has created a situation wherein we are losing visitors faster than we are cultivating new ones. Specifically, we have a rather serious millennial engagement problem and – on a related note  – we need to get better at welcoming folks of different racial and ethnic backgrounds than the historic visitor. These problems are urgent and, if we haven’t started cultivating these audiences yet, it’s already going to be difficult to catch up.

So, how can we best approach this important task of engaging new audiences and cultivating them as regular attendees? Well, it’s certainly going to take more effort than slowly chipping away at the issue with one-off engagement programs. It will involve a hard look at what we do and a culture shift  – and looking into some real answers in order to be effective.

At IMPACTS, we use a data-informed framework that we call MAPS. There’s a good amount of data and analysis that fills in this framework, but sharing its outline can help any organization think more strategically about the proper steps for cultivating new audiences. The framework is equally applicable to all organizations regardless of size, city, or operating budget.

This week’s video summarizes the concept nicely, and in a way that can easily be shared in classrooms and meetings for contemplation. That said, I know that some of you “just want the goods,” so I’ve briefly outlined the framework below, which I’ve written about here and spoken about it more in-depth here. That said, this framework is really worth thinking about rather than breezing through.

“Yeah, yeah! Figure out access barriers… blah blah.” NOPE. Pause, please. I’m writing and speaking about this framework because cultural organizations are not carrying out these important steps. Cultural organizations are trying to tackle our industry’s biggest challenge by minimally investing in blind, “we think this might be right” one-off programs – and it’s not working.

Here’s a framework that can be used to help reach young professionals, teens, people of different racial and ethnic backgrounds, or any other key demographic in the market today.

 

MAPS FRAMEWORK

 

M = MISSION

The first action item is to underscore your MISSION. That’s the “M” that starts us off. Data suggest that cultural organizations highlighting their missions outperform those marketing primarily as attractions. Here’s the data. Underscoring your mission also usually involves creating compelling stories and differentiating your organization from others.

Highlighting your mission underscores that your organization “walks its talk” and helps build your organization’s reputation – and reputation is a top-five motivator of visitation among high-propensity visitors and the composite market alike. The market is increasingly sector agnostic, meaning folks care more about what you do than they care about your tax status. In sum, your organization’s “so what?” matters. Your mission can help push past some of the noise in today’s world, and draw some positive attention to what you are trying to do and accomplish.

 

A= ACCESS

“A” stands for understanding ACCESS opportunities and barriers. Often, leaders will assume that they have identified – without data- why a certain demographic is or is not visiting an organization. In order to reach new audiences, research and second-guessing assumptions are in order. It’s difficult to reach people when we don’t know with certainty why they aren’t coming and what they want. To figure this out, we need to look at market research – not audience research. Asking about current and historic audiences helps us learn about current audiences and what they like – but that’s not the primary problem for our industry. Successful programs that reach new, not-attending audiences are necessarily dependent upon knowing the true logistical and perceptual barriers of people who are NOT already visiting your organization. They are not members of your audience yet. 

There are a lot of myths to bust about how cultural organizations approach “access.” Simply, here’s how access works. And, critically, admission is not an affordable access program. Also, admission price is not a primary barrier to visitation.  The following data is from IMPACTS and the National Awareness, Attitudes, and Usage Study of 104,000 adults and counting (i.e. it is currently and constantly in-market). We asked folks who reported interest in visiting a cultural organization, but who hadn’t visited in the last two years, “Why not?” Here’s the data from the U.S. composite market. Check it out:

Take a look at how low “cost” is as a barrier – specifically for high-propensity visitors! Moreover, schedule is the top driver of visitation that our industry somehow never talks about. Don’t use this data as a cheat. This is big data. In order to create effective programs, we need to conduct market research on the target audience that you are trying to engage and obtain the real, data-informed reasons why they aren’t visiting our organization so that we can aid in removing true barriers. (Hint: Don’t overlook the role of attitude affinities.)

 

P = PERSONALIZED PROGRAMS

Once you’ve understood your access opportunities, creating PERSONALIZED PROGRAMS helps put them into play. That’s the “P” in the MAPS framework. This means understanding that one-size fits all experiences don’t always work – and, likely, your organization is trying to reach several different audiences. Lumping “underserved audiences” together and trying to create catchall programs is not an effective move.

Personalization is increasingly important for cultural organizations. Think about it: Every time you log onto social media or browse the web, ads and statuses that show up are based on an algorithm that is specifically designed to match your interest. That said, though the world is spending more time on screens, personal interactions on site between visitors and staff members are the most reliable way to increase a visitor’s overall satisfaction. When trying to target audiences, it’s important to make sure that we have programs that fit their needs and wants. For example, here’s how millennials are changing up membership structures.

 

S= SHARED EXPERIENCES

Finally, the “S” of the framework stands for facilitating SHARED EXPERIENCES. Data suggest that who visitors are with is more important than what they see when it comes to the best thing about a visit to a cultural organization. It’s important to provide opportunities for connection so that these engaged, new audiences are inspired to share their positive experiences. Remember, cultural organizations are about people, not things. At our best, we are hubs of human connection – and the organizations that thrive are the ones that embrace this superpower.

 

SHARED EXPERIENCES increase overall satisfaction and reputation-related metrics, feeding back into the MISSION category – and this continues the framework on a cycle. Considering mission, access, programs, and sharing creates a cycle that helps cultural organizations help others – and also help themselves. It’s time that we make the large-scale shifts necessary for engaging new audiences an important part of our culture, rather than a thing that we invest in “if we can get the grant.” The fact of the matter is that the market is decreasing in historic visitors and increasing in younger and more diverse audiences, who we are not engaging with cultural organizations at representative rates. We wait to “get the grant” at our own risk. We’re not going to “one-off program” our way out of this big problem. It’s time that we embrace it.

 

I hope that you’ll allow this data-informed framework to help you carry out the important work of cultivating new audiences for your organization.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Fast Facts Video, Financial Solvency, IMPACTS Data, Millennials, Nonprofit Marketing, Sector Evolution, Trends 4 Comments

Six Ways Personalization Trends Are Affecting Museums and Cultural Centers (DATA)

Personalization trend in cultural organizations

The personalization trend is here. And it’s affecting nearly everything visitor-serving organizations do.

 

Once in a while – usually when considering topics for a trend meeting with clients – I look over collections of recent IMPACTS data and glaring patterns emerge. Sometimes these trends are obvious – like myth-busting traditional ways of thinking that data suggest are now largely irrelevant. Sometimes they come together to tell a story about sector evolution and solvency. And other times – like today- they represent a connection so glaringly apparent (because it is already in the broader business media spotlight) that I’ve mentioned it only in passing.

Personalization has been an increasing and unrelenting theme in much of the data collected regarding visitor-serving organizations – and it is begging for more attention in the world of cultural centers. Typically, conversations about personalization within these institutions are interpreted as a need for crowd-sourced exhibits/programs or more creative, online initiatives. And those can be excellent ways to actively incorporate personalization into an engagement strategy! What’s decidedly NOT excellent is assuming that personalization doesn’t affect nearly everything in regard to operations and engagement these days. This goes way beyond new exhibit development and social media stunts. 

Personalization is one of the most important trends for brand evolution today and is predicted to continue to emerge as a hard-hitting trend. And, if you haven’t heard, 2015 is the year of personalization. Personalization has been sited – alongside transparency – as an increasingly required brand attribute and a prime example of how the Internet has changed the world in which we live.

From the Share a Coke initiative to the secret sauce of Netflix, Amazon, Hulu, Spotify, and Pandora, personalization initiatives are everywhere. Most of all, personalization serves as a helpful lens through which to consider initiatives and the evolution of engagement practices.

Gone are the days of one-size-fits-all communications online and offline. Personalization is actually playing a role in nearly all aspects of visitor-serving organizations – beyond the creative development of new exhibits and programs. Personalization has lead to the emergence of the following trends:

 

1) An increased need for onsite personalization to increase satisfaction levels

Data suggest that personal interactions between staff and visitors significantly increase overall satisfaction, improve value perceptions, and contribute to a more meaningful overall experience. IMPACTS data has uncovered that a single personal facilitated experience (PFE) during a visit can have a major impact on satisfaction levels. A PFE is a one-to-one or one-to few interaction that occurs between an onsite representative of the organization and a visitor.  And not only do PFEs increase satisfaction levels, but they also increase perceived value for admission, education value, staff courtesy, and entertainment value. See the data here.

IMPACTS satisfaction by daypart PFE

Organizations may even deploy PFEs as a mitigation strategy to minimize the impact of crowding perceptions on overall satisfaction! The chart above shows data points from a representative organization with whom IMPACTS works. Keep in mind: The experiences represented by PFE and non-PFE visitors are largely the same (same facility, same content, same basic experience) – except for the opportunity to have a personalized experience with a staff member.

 

2) A growing disinterest in group tours and standardized experiences

Your organization isn’t imagining things: It’s harder to attract leisure tour groups today than in the past. This mass, standardized experience business has been in decline – and the data suggests that it’s not because the salespeople suddenly got bad at their jobs.  It’s because people do not want to go on the same old, standardized group tours.  This makes sense: During a time in which audiences are leaning toward more personlized experiences, many group tours are currently the precise opposite – every experience is commonized.

IMPACTS group tours are fun way to visit museums

The Y-axis in the chart above indicates the mean scalar variable response so as to indicate the level of agreement with the statement on a 1-100 scale.  Anything much below 60 tends to indicate a level of disagreement (i.e. “not fun”).

Perception of the enjoyment of museum visits through group tours not only started out at less-than-impressive levels when IMPACTS began tracking the metric in 2008, perception has since been in steady decline. This is also the case in regard to group tours to zoos and even cities, suggesting that it isn’t the museum group tour that’s “broken” – it’s the group tour concept itself. Similar data exists for sporting events, aquariums, theme parks…you name it. Again, the personalization trend is at odds with the standardized experience of group tours – regardless of the venue. More on this here.

 

3) The expectation of social care on digital platforms

When organizations consider social media and personalization, they often think about creative initiatives. However, this may be missing the boat. There’s an ongoing expectation for personalization that may be more critical to your organization than more creative, additive endeavors.

The buzz term for personal, customer service-like community management issocial care” and it is hugely important for all organizations. Why? Online audiences expect engagement from organizations.

Consider this data by Lithium Technologies: 70% of Twitter users expect a response from brands they reach out to on Twitter, and, of those users53% want that response in less than one hour. The percentage of people who expect a response within the hour increases to 72% when they’re issuing a complaint. And there’s more: 60% of respondents cited negative consequences to the brand if they didn’t receive timely Twitter responses. That said, it isn’t only negative comments for which audiences seek interaction…

Lithium expect response within hour of tweet

This may all sound doom and gloom, but according to the same survey by Lithium Technologies, there’s a benefit to interacting with folks on social media sites:

Lithium positive response data

 

4) Promulgating connective content with personal meaning

By now, organizations likely understand that an organization’s number of followers on social media doesn’t matter. The quality of followers is more important than having thousands who do not promulgate your messages and are disinterested in acting in your organization’s interest.

Content is no longer king. Connectivity is king. Content can operate in isolation, but connectivity requires a kind of “passion match” between the organization and the potential supporter or advocate. This “passion match” is personal, and – while indeed many exhibits or specific programs are being developed for more unique audiences – the understanding that personal connection is the goal is driving the content strategies of intelligent organizations to post not what the most people on social media will like, but what actual, potential supporters will find most meaningful.

 

5) The availability of more diverse membership structures

The concept of personalization may begin with allowing for alternate gateways to engagement and understanding that the “one-size-fits-all” approach to membership simply isn’t optimal anymore. One data-based example of this can be seen in IMPACTS work with a large (over one million visitors per year) visitor-serving organization with a mission related to conservation. More on this finding here.

IMPACTS- Benefits of membership

Adults under thirty-five provide a sneak-peak into the need for organizations to create alternate programs to cultivate new and emerging audiences. Extant data indicate that members of Generation Y are public service motivated and appreciate a feeling of belonging and connectedness with one another and with a cause. This is consistent with the responses gathered from millennials in the data above. Instead of being interested in the more “transactional perks” of membership, this generation desires a feeling of connectedness with a broader social good. Creating a range of membership programs that engage different audiences allows for more personalization in approach. Is the primary “passion match” between members and your organization actually transactional? For some it may be. But what about the increasing majority that care about impact and connectivity?

 

6) The evolution of digital platforms and technology usage

Thanks to the personalization trend, the role of email has changed. It is no longer effective for “spamming” groups of people, but rather for cultivating individual audience members based on their “passion matches.” Personalized emails deliver six times higher transaction rates, but seventy-percent of brands fail to use them.

Moreover, data suggests that static websites and homepages are no longer the digital platform motivating visitation decisions.  Increasingly, social media plays an important role in this process thanks to the personalization and perceived transparency that it provides. Simply put, folks can log onto social media sites and see how well an organization actually “walks the talk” of its mission by way of the content that it posts – and make decisions about the organization on their own.

There is buzz about the importance of utilizing mobile devises to hone in on personalization opportunities. This is a particularly good idea right now because Google has announced that there are now officially more searches taking place on mobile devices and tablets than laptops and desktops. Let the personalization trend continue!

 

Ours is an era of personalization – every experience is increasingly tailored. And data suggest that more standardized experiences suffer in comparison. It’s time that cultural centers ingrain this brand attribute into overall organizational strategy in order to future-proof their experiences and offerings, and better attract and retain donors and supporters.

 

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, Digital Connectivity, Financial Solvency, Fundraising, IMPACTS Data, Millennials, Nonprofit Marketing, Sector Evolution, Trends 6 Comments

How to Utilize Social Media to Actually Cultivate Donors (And Why You Need To Do It Right Now)

marketoonist community management

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

Conversations involving social media with many fundraisers often result in eye-rolling and a terse, “That’s not my job!” as those tasked with securing an organization’s contributed revenues deflect responsibility to the marketing/PR team. Here’s the thing though: Online engagement has evolved to the point where it is nearly impossible to optimize fundraising efforts and maximize donor retention without utilizing digital communications – and that includes social media.

All signs (consumer motivation data and social media behavioral trends) are pointing toward the need for organizations to look beyond “vanity metrics” like fan and follower count and focus on the quality and strength of varied relationships formed on social media platforms – particularly ones that drive the gate (if you’re a visitor-serving organization) or cultivate monetary support. Simply put: A fundamental shift is occurring in terms of how successful organizations view online fundraising and donor cultivation.

Here are three critical items for organizations to come to terms with that affect how your organization may optimize social media and online donor cultivation:

 

1) Once and for all: Realize that the quality of your fans and your ability to activate them in your interest is significantly more important than the quantity of your fans

Would you rather have 100,000 Facebook fans or 1,000 active donors and supporters? Chances are that your organization is hoping to utilize social media to get something done rather than utilizing social media for social media’s sake. It’s time that we call vanity metrics exactly what they are and break through the noise of social media metrics that misleadingly influences too many organizations. In many situations, it’s an organization’s very desire to utilize social media metrics and data that lead strategy execution astray. Let’s start actually thinking about what these metrics mean.

The problem with metrics like fan and follower count is that they actually mean very little for your organization – especially if the increased reach is falling on ambivalent ears. What matters is not how many people ‘like’ you online but who you are able to activate through engagement online.

The days of “one size fits all” outbound social media communications are officially over. Your organization’s fans and followers are not all of equal value to your nonprofit’s relevance and long-term solvency – and treating every “like” the same way means purposely sabotaging your ability to achieve organizational goals through social media. (1) Members/donors, (2) Influencers, and (3) Evangelists are three categories of fans that have particular payoff to your nonprofit. Intelligent, strategic organizations benefit by creating content that stimulates these particular stakeholders.

A mission-related post may get less general engagement, but your reputation increasingly has a direct correlation to the level of support your organization secures. Securing a content share from a member (thus allowing for personal promulgation of your brand from someone to whom your mission has meaning) is more important than a content share from somebody who just thinks you posted a pretty picture (but doesn’t feel a connection to your organization). The market is the arbiter of your organization’s success, and knowing what makes your high-value supporters and evangelists (not just your overall target market) tick is critical for building the most helpful community for your organization.

 

2) Make online personalization part of your engagement and donor cultivation strategy

Personalization is one of the biggest and most discussed (and arguably one of the smartest) conversations taking place for all organizations and businesses right now. Case-in-point: I’m honored to be a keynote speaker at MuseumNext, Europe’s conference on innovation in museums, in June of this year and personalization is so increasingly critical to organizational success that it is identified as one of the four, key themes of the whole conference. I think they hit the nail on the head: “Our audiences increasingly expect experiences which are tailored to them. How are museums moving beyond one size fits all to accommodate the different needs of individuals?”

Opportunities for personalization (which increases relevance, garnering attention and aiding in building affinity for brands) are being explored for onsite experiences – but this mindset also must be applied to online engagement. Specifically, potential donors/members, influencers, and evangelists increasingly require personalized communications in order to optimize chances for activation (i.e. behaving in your organization’s interest).

How can you utilize personalization to cultivate donors online? A key to online personalization is actively engaging select audience members instead of being passive – or just waiting for them to tweet you or write on your wall. For starters, know who your stakeholders actually are and how they behave online (this often starts with compiling a list of key stakeholders and their social media platforms). This isn’t rocket science: Make a private Twitter list and pay special attention to your key influencers’ tweets, be active, and wish them a happy birthday (for example)! Other ways to create these individual touch-points is through diligent social care, or “social CRM” (responding to individual comments and questions on social media platforms in a timely and thoughtful fashion) – a community management necessity that is too often overlooked.

“Yikes!” you’re thinking if you’re a leader in your organization, “this is going to require a lot more manpower!” Yes. Yes, it is…but the importance of digital touch-points will not disappear any time soon.

 

3) Most importantly: Stop treating online donor cultivation as a separate beast and understand that it is a cornerstone of a broader cultivation and retention strategy

I often get the feeling that executive leaders somehow believe that supporters who give or may be cultivated online must be aliens who exist only online …or that online donor cultivation may be somehow different than offline donor cultivation. Here’s news that should be refreshing and empowering to organizations that are a bit intimidated by digital platforms: It’s not.

As a reminder: A donor online is still a donor “in real life.” Their money is still money, and their support is still support. They have the same motivations as offline donors, expect the same treatment, and expect the same personalization and attention as those who choose to give via a different method. Simply put, they are human.

Cultivation should happen for individual donors both online and offline. Instead of conceptually carrying out varying initiatives online for “online donors” and offline for “offline donors,” organizations should realize that online donor cultivation is not separate but, instead, an integral aspect of a broader cultivation strategy.

In sum, instead of viewing “online giving” and cultivation as a donation conveyance channel, smart organizations are realizing that it is an increasingly important (and expected) component of a broader donor cultivation and retention strategy, and that it – like all other fundraising communication methods – is more about the people than the platform or giving method.

At the end of the day, fundraising and donor engagement initiatives will continue to evolve in the online space – just as more traditional engagement methods evolve. This evolution will necessitate more informed, personalized donor cultivation leveraging real-time platforms.

 

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 3 Comments