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

Are Mobile Apps Worth It For Cultural Organizations? (DATA)

The short answer: No. Mobile applications have been a hot topic for a long while within the visitor-serving industry. Read more

Breaking Down Data-Informed Barriers to Visitation for Cultural Organizations (DATA)

Here’s a round-up of the primary reasons why people with an interest in visiting cultural organizations do not actually Read more

Market to Adults (Not Families) to Maximize Attendance to Cultural Organizations (DATA)

Marketing to adults increases visitation even if much of your current visitation comes from people visiting with children. Here’s Read more

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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

Why Those With Reported Interest Do Not Visit Cultural Organizations (DATA)

Data suggest that a sizable number of people report interest in visiting cultural organizations…and yet over thirty percent of those same people don’t actually attend. What’s going on? That’s the subject of this Know Your Own Bone Fast Fact video. The video summarizes the takeaways, and I encourage you to give it a watch.

Let’s start here: People who report interest in visiting cultural organizations do not always actually attend. This is because interest in visitation and intent to visit are completely different things. Interest is more theoretical and conceptually removes several key barriers to visitation, while intent forces thought about the more logistical reasons why one might not actually attend. Frustrating as it may sound, those logistical reasons are often the primary reason why folks who profile as likely visitors – and who express interest in attending your specific organization – don’t necessarily pay your organization a visit. Interest is important for organizations to uncover, but it doesn’t measure intent to visit. Intent to visit contemplates the barriers attendant to visitation and a person’s willingness to overcome those barriers within a defined duration. Interest is wishful thinking. (For an example of an “intent to visit” metric in action, check out last week’s post on the public’s intent to visit MoMA after rehanging their permanent collection to highlight artists from countries effected by the original travel ban.) This divide between interest and acting on this interest can be seen in the data below from the National Awareness, Attitudes, and Usage Study.

While nearly 85% of survey respondents report interest in attending a visitor-serving organization such as a museum, zoo, aquarium, or performing arts center, only 51.8% had visited within the past year. Just as interestingly, only 54.2% had visited within the last two years, indicating that those who visit cultural organizations are those who…well, visit cultural organizations. There is a large group of people who report interest, but aren’t attending cultural organizations. The question, then, is: Why not?! In a nutshell, it boils down to a particularly important reason…and it’s one that we cultural organizations may not altogether deeply internalize:

Visitors to cultural organizations are competitive audiences.

While it may sound obvious, despite having interest, those who do not visit may prefer to do something else. Of those folks who reported interest in visiting a cultural organization, but who hadn’t done so within the past two years, the top reason is because they prefer an alternative activity. This may include an activity such as seeing a movie or sporting event, going jogging, bowling, or even enjoying trivia at a bar with friends. Simply put, for a good number of people interested in visiting a cultural organization, there are many other things that compete for their precious time. And, it seems, some of these other things take precedent. Yes, they are interested in visiting, but they would still rather do something else. 

This finding is important because it underscores that there is intense competition for the engagement of people who are willing to leave their homes to do anything at all! These are the same folks being targeted by the film industry, rock concerts, and sports teams. This finding also makes it all the more important for cultural organizations to communicate their brand values and market their unique experiences and missions.

Further underscoring this call to action is the fact that folks increasingly want to stay home. It’s not in your head. You really are hearing more and more about people wanting to stay home and marathon watch Stranger Things, This is Us, or Buffy The Vampire Slayer. (Happy 20th Anniversary, Buffy!) In fact, the number of people who have expressed a preference to stay home during a week off from school or work has increased by 17.3% in the past five years. The amount of people who express a preference to stay home over the weekend has increased by 19.4%. I recently wrote a post that shares the trend data on the increasing preference to stay home during one’s precious leisure time, and that post and data are worth revisiting.

These are big numbers – but all is not lost! Though they may be hanging out on the couch, data suggest that these people are still on the web, talking to friends, and connected to the outside world. There is still an opportunity to engage them if we can compellingly articulate the benefits of our experiences. This is where targeted, personalized communications – enabled by technology – are the key. Reputation plays an important role in driving visitation to cultural organizations, and potential visitors can still play an active role in taking in and sharing word of mouth endorsements regarding cultural organizations. These data point toward the importance of targeted messaging that underscores the unique experience offered by your organization. Remember, though, your mission matters when it comes to increasing visitation as well. The growing “couch contingent” is yet another reason why it is important to make sure that your organization is in agreement on its mission, vision, and brand (this may be especially important in today’s politicized environment), and investing adequately in audience acquisition.

 

In addition to movies, sporting events, and a day at the beach, our competition is increasingly the couch and a remote control. The best thing about competition, though? It raises all of our levels of play. Competition brings out the best in us, so long as we work to separate ourselves from the fray. We can do this by reminding would-be visitors that there is no “at-home” substitute for the wonder, awe, and social connectivity uniquely experienced at a cultural 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, Digital Connectivity, Fast Facts Video, Financial Solvency, IMPACTS Data, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Why Those With Reported Interest Do Not Visit Cultural Organizations (DATA)

Two Ways Organizations Adapt to Change (And Which Brings Long-Term Success)

Organizations tend to approach trends in one of two ways – but only one makes for greater odds of long-term success.

Many organizations are doing their best to create new programs for emerging audiences. But, while many try, some organizations just do a better job attracting and retaining new audiences than others. So, what gives? The key may be in in how organizations update their strategies.

When it comes to adapting to trends and organizational evolution, most entities fall into one of two camps. Today’s Know Your Own Bone Fast Facts video takes a look at these two “strategy approaches.” While organizations need to both “add on” programs and also “integrate” cultural changes – the organizations that prioritize and do one of these first seem to have the greatest opportunities for success, in my experience and those of my colleagues at IMPACTS.

Generally, organizations tend to adapt to market changes in one of two ways: They “add on” to incorporate changes, or they “integrate” them. Let’s take a look at each approach with the context of the need for organizations to better engage millennials, for instance. (Oof! Millennials! I picked an example that you’re probably sick of – but it’s precisely for that reason that it is a great example for underscoring the differences between “add on” and “integrate” strategy approaches. Moreover – and just to be a broken record while I have your attention- lack of millennial engagement truly is a huge problem for the visitor-serving industry.)

Identifying trends is critical for organization. Trends are not fads. Here’s an overview of the important differences between fads and trends.  Trends are data-backed behaviors that “solve a problem” or make life easier for the market – and trends grow stronger over time. In order for organizations to become sustainable in the long-term, it’s critical that they adapt to trends. Web-based engagement, evidence-based medicine, and the use of mobile devices are examples of trends. In order to reach millennials, an organization must be aware of trends in the market and the need to evolve.

 

Which type of strategy approach does your organization take?

 

STRATEGY APPROACH 1:

THE ADD-ON ORGANIZATION

An “add on” organization jumps in and “adds on” to current operations with things that they think might be on-trend (or, in our example, that might engage millennials). This type of organization may develop an evening program that allows for cocktails after-hours. They might increase investments in spiffy online engagement tactics, build mobile applications, and hire more social media community managers as an “add on” to the marketing department. From a content perspective, they might make a reference to trigger 90s nostalgia, or put up signs to use a hashtag on Instagram. In the right circumstances, each of these can be a smart idea!

An “add on” organization can often move more swiftly than an “integrate” organization (We’ll dive into “integrate” organizations more in a moment). After all, this type of organization isn’t necessarily embracing a cultural shift to reach this audience. These organizations are taking swift inventory, seeing where they can get funding, and creating one-off programs and positions to fill the trend-based need. Because “add on” organizations add on programs, positions, and tactics without generally considering the whole of the organization (after all, we need to reach millennials and we need to do it now), there isn’t often much strategic contemplation that goes into these programs beyond the department deploying the program or hiring the position. Unfortunately, these “add ons” are at particular risk of being the result of Case Study Envy. The success of “add on” programs is hard to realistically assess, as these types of programs seem to have the highest likelihood of being the visitor-serving industry’s fools gold.

All types of organizations can fall in the “add on” category! Generally, “add-on” organizations tend to be those that have larger endowments and more government funding within the world of visitor-serving organizations – such as art museums (which have both the largest endowments and the greatest government support among cultural organization types). While there’s certainly an incentive to “get it right” with programs, mistakes and bad investments resulting from one-off programs or “add on” initiatives aren’t as immediately felt within the organization as in, say, an aquarium – the type of organization that is generally more reliant on the market for success. (That said, certainly not all art museums are “add on” organizations! This is an “industry average” example.)

 

STRATEGY APPROACH 2:

THE INTEGRATE ORGANIZATION

An “integrate” organization, on the other hand, doesn’t necessarily add – they edit first. To reach millennials, an “integrate” organization might look at its content according to trends and make transparency, personalization, and connectivity embedded cornerstones within the organization. This is the type of organization that looks at trends and realizes that “millennial talk” is code for “the way the entire market is increasingly moving and thinking” talk. An “integrate” organization thinks in terms of overall strategy and organizational culture first – and tactics and one-off programs second.

This type of organization might “edit” by taking a deeper look at engagement and maybe moving some social media experts to development instead of marketing. These are the types of organizations that have audience engagement-dedicated leaders that may have a connection to the marketing department, but they know that they must exist outside of departmental silos in order to be effective.

Integrate organizations often appear slower moving than “add on” organizations from the outside. After all, an “integrate” organization may still be getting its programming ducks in a row while an “add on” organization is hosting a themed cocktail event for young professionals wherein it is proud to be launching its newest mobile application. Movement matters – and that often takes a bit longer for “integrate” organizations.

 

WHICH APPROACH TENDS TO YIELD GREATER LONG-TERM SUCCESS?

At IMPACTS, we have the opportunity to work with a broad range of cultural organizations – and we’ve noticed the difference in these approaches. We’ve had enough of both types of clients to know which approach sticks. (Also, a glimpse at the 990s of specific organizations or even loosely following museum and cultural organization-related news regarding those organizations falling on hard times can serve as a spoiler.)

Both the “add on” and the “integrate” strategies can work for reaching new audiences and organizations generally need to do both, but the organizations that “integrate” first have the greatest opportunities for long-term success. Simply, if organizations don’t integrate changes into their culture, then they may face difficulties effectively “adding on” because there isn’t a foundation for these changes. When the mobile application is out of style and the cocktail event is over, there is no “so what?” for engagement because long-term strategies and cultural shifts haven’t caught up yet for the organization on the whole. (Here’s an example: Many organizations have cocktail events to get millennials in the door, but few have created the types of membership programs that millennials actually want, so this demographic comes in the door, but may not have a desired “next level” of engagement available to them.) Organizations are not likely to “one-off program” themselves to success. It’s not a sustainable strategy – it’s an onslaught of disjointed, “sounds like a good idea in this silo” tactics.

This is NOT to say that targeted programs aren’t critical and strategic – they can be, for sure! In fact, they are  necessary for cultivating new audiences and increasing engagement! The key is to thoughtfully integrate, and then add on as appropriate.

If you suspect that you are an “add on” organization and you’re wondering how to more strategically incorporate change, read this post on a simple framework for cultivating new audiences. We need to integrate changing values into our operations and then add on initiatives and programs that have more sticking power. For an organization to ultimately succeed long-term, there must be a strategic foundation upon which we build our programs.

 

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, Millennials, 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

Cultural Organizations: People (Not Things) Matter Most

This may be the most important sentence for the evolution of visitor-serving organizations.

This post is a short one, but it’s an important one to me – and for cultural organizations, too, I believe. As many have noticed, I took last Wednesday off of posting KYOB. It was the day after the United States presidential election and, needless to say, there were some other things on peoples’ minds…

This video is a plea for cultural organizations to wake up.

This week’s Know Your Own Bone Fast Facts video is my rallying cry I hope that you’ll take a moment to watch the video and think about the message. Regular Know Your Own Bone readers likely have this sentence engrained into their brains. And if I could contribute one sentence to leave as my cultural organization legacy that has the potential to deeply change cultural organizations for the better, this would be it:

Your organization can determine importance, but the market determines relevance.

 

That sentence is so much more meaningful and important than it may sound when you first hear it…

It is the basis of nearly every myth-bust on Know Your Own Bone. Essentially, it’s quite common that cultural organizations will declare that something (some content or issue, for instance) is important. However, if nobody cares about that “important” thing, then it’s difficult – if not impossible – to educate, inspire, or initiate support. As a well-educated and sometimes erudite sector, we’re used to knowing things and being expert about things. And we are experts. But just because we are fascinated by a topic doesn’t mean that the market cares about it – or knows enough to care about it yet.

 

Relevance reigns

It doesn’t matter how loudly an organization shouts that something – an issue or some content, for instance – is important. If the market doesn’t understand the relevance of that issue or content, then that issue or content may as well not matter at all. Nobody hears it. Or they do, but it has no “so what?” to make it meaningful.

Connectivity is king in today’s world. To fulfill our missions, we need to build a bridge. We need to cultivate relevance, and we need to bring value. After all, our organizations cannot exist without the support of visitors and donors. Our task, then, is to help connect people to things. If we think something is important but we haven’t established its relevance, then it is not likely that the market will listen. We haven’t created a reason for them to listen by establishing a connection to that issue.

 

We think we are about things. We are not. We are about people. At our best, we are hubs of human connection.

Data suggest that who people are with is by far and away more important to our audiences than what they see onsite. With > What.  We are connectors and facilitators of shared experiences. It is one of our superpowers, and yet we often throw this away in favor of esoteric, distancing content. Our industry still most values those who specialize in content over those who specialize in connection.  What good is content without connection? 

The idea that the market determines relevance is NOT a “dumbing down” of cultural organizations. The market expects us to be experts. Instead, it means finally realizing that people matter in executing our missions.

It’s our audiences that matter most in our organization’s survival. After all, they pay admission, become members, spread word-of-mouth endorsements, and make donations. On top of that, our missions to educate and inspire revolve around human beings as well. Why, then, do so many cultural organizations believe themselves to be about things rather than human beings?

There are universities that may more willingly employ those leaders who stubbornly insist upon cherishing their own one-way interest in objects or content. Museums, however, have missions to connect people and things… To show how and why things matter. How have we so lost our way that misunderstanding this seems to be the primary barrier within cultural organizations – and is even the basis of layoffs at times?

And when I encourage organizations to consider “human beings,” I mean “human beings” – not solely erudite, cultural gatekeepers that scoff at content that inspires engagement among the not-as-expertly-erudite. These gatekeepers can be helpful influencers to underscore our topic expertise, but are our missions to “educate and inspire the already topic-educated and inspired?”

We can be as loud as we want about scholarly ideas, but if we don’t cultivate connection among people, then there’s nobody to visit, to donate, to educate, or to inspire at all. Again: Organizations may determine importance, but the market determines relevance. We can pitch that something should matter to people, but we don’t decide. They do.

People matter most for both our missions and our solvency.

Let’s start acting that way.

 

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

Combating Case Study Envy Within Museums And Cultural Organizations (DATA)

Bad things happen to good organizations when conference attendees leave their thinking caps at home.

Industry conferences can provide amazing opportunities for cultural organizations to learn about new initiatives – but there’s a disease that often infects well-meaning leaders at these conferences – they are bringing it back and infecting their organizations. It’s time to talk about case study envy. That’s the subject of this week’s Know Your Own Bone Fast Facts video!

I am a fan of conferences and those who know me personally (or have met me at one), know that I frequently lament how infrequently I can get to them due to my work schedule. On that note, let’s establish/acknowledge this important starting point: Industry conferences are important. We know this. I don’t and won’t dispute this because I believe it to be true. They provide important opportunities to learn about new ideas, celebrate achievements, discuss the state of the industry and obstacles for us all to take on together, and (perhaps most importantly) they connect us to one another as professionals and (when we’re lucky!) as friends.

Now that we’ve very purposefully acknowledged that conferences are generally awesome things for us, I’m going to discuss an important way in which conferences are often NOT awesome. Are we ready? Okay:

Sometimes conferences make us stupid. And interestingly, data suggest that executive leaders know this. (More in a moment…)

There can be serious consequences for organizations that become too easily seduced by the alleged successes of others. I call this Case Study Envy and it takes place at all kinds of conferences. It does NOT mean that case studies aren’t important and that there isn’t value in sharing them. But just because industry conferences can be exciting doesn’t mean that attendees should leave their thinking caps at home.

Case Study Envy can make smart people attending industry conferences believe two, pretty silly things:

 

1) That the organization or person speaking actually accomplished something.

Ouch. First, case study envy makes leaders believe that the presenting organization’s initiative worked and that it met any meaningful goals at all. Sometimes the initiatives are attached to meaningful outcomes and that’s great. But more often than not, the organization holding the microphone is someone that asked for the opportunity to tell you how good they are at something. This doesn’t necessarily mean that they are actually good at it. Considering this, it’s not uncommon that programs and initiatives that might more objectively be considered failures are instead presented at conferences as successes. Let’s honest, it stinks to admit that something we thought was going to be cool, turned out to be a total dud. Sometimes, presenting that cool- sounding thing at a conference can internally soften the blow and save some public face.

When when you dig into 990s and look at them alongside presentations at conferences, it becomes clear that many institutions are actually sharing their failures as models of success. It certainly isn’t true for all organizations and presentations – but we often note at IMPACTS that if an initiative creates mission drift or costs a very large sum of money and has no demonstrative payoff, then it’s going to be shared as a success at a conference.

The inclination to frame objective failures as successes makes perfect sense: There’s too much at stake to share our failures as actual failures. There are board member reputations, a CEO’s symbolic capital, and even funder satisfaction at risk when we admit to failure. If we admit our cool-sounding project was a failure, then we have to say to board members, “Hey, this big project that you supported and might have even been your idea didn’t work.” And we really don’t want to say that. So, instead, we say, “It didn’t increase visitation or notably impact our brand equities in a positive or even noteworthy manner, but it was something new and cool! To prove it, we’ll share it at [insert industry conference].”

I’m not saying it’s an awesome situation, but the fear of calling a (very cool looking, new idea, sometimes high-tech) dog a dog may be understandable in this context that disproportionately punishes risk. What’s more is that executive leaders seem to know that many of the case studies presented at conferences are actually failures – or at least, not worth influencing their decision making. It’s a reason for the inverse correlation between trust and influence and information being shared at a conference. Yes. Executive leaders find information shared at conferences to be less trustworthy because it is shared at a conference.

Here’s how much executive leaders trust various information channels. An index value less than 100 indicates lessened trust in the information based on its source. (Here’s the link to the original post with the data and more information on it.)

KYOB IMPACTS - Trust of sources for cultural leaders

Think that’s bad? The data on the influence of information is much more alarming.

KYOB IMPACTS - influence of sources for cultural leaders

And on top of that, they aren’t exactly go-to sources of information, either.

KYOB IMPACTS - Sources of information for cultural leaders

Yikes! Again, this is not to say that all presentations at industry conferences are useless – far from it. Conferences are a wonderful opportunity to connect and share experiences and, indeed, we need them. But they cannot help us unless we change how we approach them and stop making “finding the things that actually work in increasing solvency or summoning support” so difficult. We give the microphone to the folks that ask for the microphone (to talk about, say, membership) without much consideration for how well their (membership) programs actually work. Worst of all, there seems to be a particular want to give the microphone to some of the “biggest” organizations – and that can be dangerous if that particular organization is “touting a failure as a success.” It glamorizes the failure and promulgates it among the industry, resting its glory more on the symbolic capital of other aspects of the organization rather than that, particular (futile) initiative.

There are many excellent examples of organizations of all shapes and sizes doing forward-facing things. It’s a shame that those examples are sometimes diluted by glorious funeral ceremonies for futile projects disguised as successes at conferences.

So how can you determine the truly successful case studies from the hot air and combat Case Study Envy in this case? Ask, “Did this initiative increase membership, result in more people coming through the door, or secure more donors? Did it contribute to meaningful and measurable market perceptions related to their mission?” Not every self-congratulatory program, presented as a success, is actually a success. Case study envy makes it hard to tell the difference.

 

2) That exactly what worked for that organization will work in exactly the same way for your organization

Case Study Envy causes infected leaders to make inappropriate comparisons between other organizations and their own. While case studies can be gold mines of valuable information, its critical that leaders consider that organizations often have different assets and public perceptions. Among the industry, they tend not to be drastically different – but they are different enough that it may not be reasonable for one organization to expect the exact same initiative outcomes as another.

It’s important for organizations to differentiate between models and examples. Both can be tremendously valuable – as long as we don’t mix them up. Many singularly successful organizations are terrible models because they have conditions that are not easily replicated (e.g. they have massive endowments, or a specific location in a specific city that supports their reputation, or they generally have a different funding model and business strategy). However, these organizations may still provide excellent examples for initiatives when elements of their success are identified and considered. Examples can aid in informing strategies and they often deal with the evolution of best practices or serve as case studies for engaging the market.

In sum, when at a conference, aim to evaluate the strategy driving the case study and if that may be helpful to your own organization. Attaching your organization to another organization’s specific tactics, however, can be tricky and may lead your organization to take on an initiative that simply was never strategically sound for you in the first place.

 

Many cultural organizations are doing remarkable things today. They are breaking boundaries, learning new lessons, and leading others! We need to keep these valuable lines of communication open and active. But just remember that there is often a lot of noise and it’s our responsibility to our organizations to think critically about anything that can help make our organizations more successful and impactful.

 

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 Fast Facts Video, IMPACTS Data, Myth Busting, Sector Evolution, Trends 2 Comments

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

Thank you, Gen X. Just… Thank you.

Let’s be honest: Generation X is squeezed in between two large, noisy, and rather needy generations – and we spend a lot of time talking about these millennial and baby boomer visitors to cultural organizations. But what about Generation X? 

That’s what this week’s Know Your Own Bone Fast Facts Video is all about!

Generation X visitation behaviors often get the short end of the stick when it comes to getting attention in staff meetings and board rooms within cultural organizations. It doesn’t help that Generation X is a comparatively small generation that is just over half the size of Generation Y – the largest living generation that now makes up the majority of the US labor force. When we discuss millennials and baby boomers, we’re simply talking about much larger generational cohorts than Generation Y. It’s not a good excuse to overlook this generation by any means, but it’s a reality. It’s an especially bad excuse when we take a moment to pause and consider the great qualities that this generation brings to the table in terms of visitation.

It’s time that we give this generation some of the love that it deserves! Generation X has three, particularly helpful characteristics for cultural organizations – and they deserve a big THANK YOU for bringing them to the table.

 

1) Generation X visits cultural organizations

Aside from the comparatively small size of this generation, another reason why organizations tend not to discuss Generation X nearly as much is precisely why we should be thanking them: Generation Y is a comparatively drama-free generation when it comes to visiting cultural organizations. We millennials aren’t attending organizations at representative rates even though we make up a majority of visitation and Baby Boomers are also a rather large and difficult bunch when it comes to cultural engagement. Generation X, though, is visiting cultural organizations without a fuss!

The chart below considers the percentage of the US adult population (informed by the US census) made up by Millennials, Generation X, Baby Boomers, and Traditionalists in green. Alongside that bar, it shows the percentages of these generations visiting cultural organizations in orange, informed by the National Awareness, Attitudes, and Usage Study. Generation X visits cultural organizations at the most over-representative rates among the three generations. It should be noted that Traditionalists also visit cultural organizations at noteworthy rates. Among the largest three generations, however, Generation X shows that drama-free is the way to be.

­

IMPACTS representative visitation by age demographic

While this generation’s awesomeness in the “representative visitation” department may be a reason why tend not to fret about them, it’s also a darn good reason to give them a shout-out. Thank you, members of Generation X, for visiting cultural organizations – fuss-free.

 

2) Generation X is decisive when it comes to online advertising for cultural organizations

The comparative decisiveness of Generation X means that this generation gives organizations the most bang for their online advertising buck. This saves cultural organizations money, and we like that. We like that very much.

The chart below comes from IMPACTS Research. It indicates the average number of ads delivered to online users from the retargeting campaigns of six cultural organizations before the user clicked on the advertisement. Generally speaking, the more frequently an organization has to deliver an ad, the more expensive things get. If you work in online advertising then you know that these numbers add up!

IMPACTS Frequency of impression before click on cultural online ad

Compared to millennials, targeted members of Generation X require nearly 42% fewer impressions in order to click on an ad. Our nonprofit budgets thank you, Generation X, for not dilly-dallying around.

 

3) Generation X is most likely to purchase or renew a membership to a cultural organization

Could Generation X visitors to cultural organizations get any better? You bet. Members of Generation X are more likely to purchase or renew memberships to cultural organizations than millennials and baby boomers – and traditionalists, too. In fact, members of Generation X are 11% more likely to purchase or renew a membership than are millennials, and they are 26% more likely to purchase or renew a membership than baby boomers. Those are noteworthy numbers!

IMPACTS Intent to purchase or renew membership by age demographic

As a heads-up to regular KYOB readers, it’s worth noting that “intent to purchase” is a different metric than “strongly considering membership.” When it comes to unrealized potential to secure a greater number of memberships, millennials take the lead (perhaps making us appreciate Generation X all the more in this respect)!  Data suggest that interest remains unrealized to its optimal potential largely because the types of membership programs that millennials want from cultural organizations largely don’t exist/aren’t particularly mainstream in the industry yet. That said, with index values over 100, millennials are currently noteworthy members to cultural organizations as well. This Generation X number is critical because the number IS so high, comparatively. The take-away isn’t that membership structures don’t need to evolve like everything else, but rather than Generation X is a terrific audience that is undervalued, perhaps, in their intent to purchase or renew the types of memberships that organizations generally offer.

 

Millennials and baby boomers are demanding a lot of industry discussion right now and perhaps that’s why we’re not discussing Generation X as much: They are stable and reliable audiences. It’s time that we take a moment and thank Generation X for being awesome.

Thank you, Generation X, for being awesome.

 

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, IMPACTS Data, Millennials, Myth Busting, Nonprofit Marketing, Trends 5 Comments

The Two Most Important Mindset Shifts For Engaging Millennials

These two, simple mental shifts are the foundation for engaging millennials (…and everyone else, too).

This week’s Know Your Own Bone fast facts video is the result of a simple question that I was asked during a workshop with a client organization: “Overall, what are the most important “big-picture” things to keep in mind in regard to engaging millennials?”

Darn. Good question! There’s so much information going around about how to engage millennials within cultural organizations right now – and for a dang good reason. Millennials are both the most underserved age demographic visiting (or rather, not visiting) museums – and millennials ALSO manage to be our most frequent visitors. (Here’s the data.) It’s a unique and urgent situation and it’s one that all visitor-serving organizations need to be aware of right now. Our behavioral attributes also make us very smart audiences to engage and the things that we want from organizations are a wee bit different than what other generations are looking for. In a nutshell, there’s a lot of critical information to know. But at the end of the day, what information is most critical?

Successfully engaging millennials is about strategy – not tactics. No, the answer is not simply, “use social media” or “serve cocktails after hours.” Those tactics are meaningless without understanding guiding strategy. If those things worked on their own, we wouldn’t have the huge “millennial problem” that we have. And remember folks, Pokemon Go is a fad – not a trend.

If you’re getting overwhelmed, here are two, big picture takeaways that will improve your organization’s ability to effectively reach millennials. There are a lot of great things to know from here, but these two take-aways encompass most of the others. Keep these two mental updates in mind:

 

Text - talk with audiences - Know Your Own Bone

Cultivating a deep-rooted mentality of talking WITH audiences instead of AT audiences can make a world of difference. Millennials – and increasingly, everyone else – are an extremely connected bunch and the web has changed how people interact with organizations. Today, institutions have real-time feedback mechanisms and they can listen and directly speak with their members and potential visitors. This shift means approaching everything – exhibits, communications, and programs, for instance- as conversations, not as announcements.

It may sound like a subtle difference or maybe even a matter of wording, but it’s actually a big cultural shift for organizations. After all, in the past, talking AT audiences – through TV or radio spots or even exhibits, for instance – was our primary means of reaching audiences. The channels that millennials and everyone else are using talk WITH audiences. Unfortunately, just because some leaders may have more experience with “talk at” channels doesn’t make them more relevant to our audiences. Third party endorsements drive your organization’s reputation – and organizations can speak WITH these endorsers on our newer communication channels.

This quick tip umbrellas the important personalization trends that we are seeing with the market. And this tip does not only apply to marketing! Programs, exhibits, and performances benefit by adopting this mindset as well. This doesn’t mean that everything needs to be unnecessarily interactive, but it does mean that we need to consider that while our organization may be able to declare importance, it is the market that determines relevance. It’s not a matter of “dumbing” anything down, but of finally acknowledging that people matter to our organizations and our missions. And not only uppity cultural gatekeeper people! The totally curious and awesome and not-necessarily PhDed people that we are trying to serve and “spark” in order to fulfill our missions (and remain financially solvent) matter, too! (Matter more? I’ll let you decide for your own organization…)

 

Text - Ask so what - Know Your Own Bone

We live in a world with a lot of noise. So before creating something new, rolling out a new initiative, or even posting to social media, it helps to ask, “So what?” or “Why does this matter to other people?” Helpful hint: the answer probably has something to do with your organization’s mission.

Millennials – and again, increasingly everyone else – are socially conscious consumers. To these folks, your organization’s mission matters. Approaching exhibits, programs, and messaging while asking ourselves “So what?” can help us create connections that are meaningful and impactful. Making this thought process a part of our organization’s culture can help cut through the noise. The things that we post, share, create, display, and perform cannot just have meaning to us – they need to have meaning for our audiences in order to inspire action.

Asking, “so what?” forces your organization to think strategically – and it’s when organization’s don’t first answer this question that they end up with “one-off” tactics for reaching millennials like a social media competition. Incorporating fads can be a smart idea- but it’s a matter of tactics. Long term engagement of this new and huge audience is a matter of strategy – and that runs deeper than using emojis in a new exhibit (for instance). Incorporating these tactics is only valuable insofar as they are relevant to audiences and spark a connection that is aligned with your mission (to educate, to inspire, to get them coming back, etc.)

 

Millennials are a critical audience for cultural organizations to engage and there is a LOT of work to do. I say this despite the very desperate want by some to believe that Pokemon Go will stay this popular until the end of time and that the last survivors on earth will be cockroaches and Pokemon Go. (Millennial cockroaches playing Pokemon Go and visiting museums? That seems to be the hope.) Certainly, there are lessons to be learned and built from fads but my point is this one: We need to reach millennials and things are sounding complicated. At the end of the day, remembering that we need to keep our audiences in mind and we need to consider how we connect with them is most important. In today’s world, organizations will benefit by incorporating a culture of talking WITH audiences and asking themselves, “How is this meaningful to these audiences?”

Sounds simple, right? That’s because “reaching millennials” is often used as industry code for “adapting to the new realities of our connected world.” Doing THAT is what engages this huge audience – and everyone else. Let’s hop to it.

 

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, Millennials, Nonprofit Marketing, Sector Evolution, Trends 2 Comments

One Year of Fast Facts: Here Are Your Favorite Videos for Cultural Executives

The amazing Guy Bauer Productions team surprised me with this little video because I am a ridiculous human. I could not ask for better partners in making these videos!

Loyal KYOB readers will remember that last year, posts were published every other Wednesday as opposed to every week. But the tribe of KYOB readers was steadily growing – and I was getting more and more messages, emails, and opportunities to aid organizations with nonproprietary data and associated analysis. Something needed to change. I needed to post more frequently, of course, but my inability to make it to many conferences (dang, day job!) left me wishing for a better way to make the data shareable and accessible to cultural executives. Enter: Incredible support from the IMPACTS team and the amazing talent of Guy Bauer Productions.

The very first Know Your Own Bone Fast Facts video was posted one year ago (Admission Pricing is a Science – Not an Art), and my YouTube channel was born as a means to embed videos on this website. So far, I’ve posted 27 videos and I’ve received feedback that they’ve been shared in conferences, all-staff meetings, and board rooms. What a rush! I hope that these videos have been helpful to you in sharing fast facts with friends and colleagues and I hope that they – like other KYOB posts – have ignited passionate conversation within your institutions. (What other kind could I hope for?!)


KYOB fast facts image Some fun facts:
I’m wearing TOMS in all of the videos. (Comfort first, amiright?) Nika Vaughn Makeup Artists (earlier videos) and Makeup By Jaycie (more recent videos – and the lovely lady in the photos above) make me appear as if I kind of have my act together in the looks department (it’s a ruse). The Guy Bauer Productions team not only produces incredible videos with engaging graphics, but they are amazing partners. Shoot days are delightful celebrations of Potbelly sandwiches, donuts, drinking my weight in water, laughing with the team, “one more run-throughs,” and trying not to mispronounce “organizations” for the millionth time.

To celebrate a full year of KYOB Fast Fact videos, I would like to share your most shared and viewed of the bunch. These are the most shared and viewed on Know Your Own Bone, as a very vast majority of viewership takes place here on KYOB as opposed to YouTube.

 

Let us kick off this countdown!

 

10) Local Audiences Have Skewed Perceptions of Cultural Organizations (DATA) 

Regardless of region or cultural organization type, local audiences are the hardest to please.

 

9) How Much Money Should Your Cultural Organization Invest in Getting People in the Door? (DATA) 

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

 

8) Data Reveals the Best Thing About a Visit to a Cultural Organization (DATA)

Hint: It’s not seeing exhibits or performances. (That is a distant second.)

 

7) The Five Best Reasons to Add Millennials to Your Nonprofit Board of Directors 

Don’t have any millennials on your nonprofit board yet? Your future might be tough.

 

6) Know Yourself: The Often Forgotten Key to a Successful Social Media Strategy

Don’t even think about creating a social media strategy without having your brand vetted by leadership first.

 

5) Which Is More Important For Cultural Organizations: Being Educational or Being Entertaining? (DATA)

From a visitor’s perspective, which is more important for cultural organizations: Being entertaining or being educational? Here’s what the data says.

 

4) 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.

 

3) Why Discounting Hurts Your Cultural Organization And What To Do Instead (DATA)

Discounts don’t do what organizations think that they do…

 

2) Five Data-Informed Fast Facts About Visitors To Cultural Organizations (DATA)

Visitors to cultural organizations often have certain telltale behaviors.  Just for fun, here are five of them.

 

1) The Membership Benefits That Millennials Want From Cultural Organizations (DATA)

Don’t have many millennial members? Maybe you aren’t offering a membership program that millennials actually want.

 

Thank you to all of my great KYOB readers for your support and for sharing these videos! I plan to continue making these videos for as long as they are helpful to all of you. As usual, I welcome all and any feedback! Please leave any feedback or requests in the comments! Cheers to another year of sub-three-minute (most of the time) fast fact videos!

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few more Know Your Own Bone Fast Fact posts that didn’t make the top-ten cut, but are among my favorites:

 

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, Nonprofit Marketing 2 Comments

The Power of Social Media vs. Your Organization’s Website (DATA)

Think that your website is your organization’s most important online communications asset? Think again.

This week’s Know Your Own Bone Fast Facts video busts a myth that seems to be slow to shake for some leaders. As it turns out, your organization’s own website is NOT your organization’s most important online communications asset.

Organizations tend to understand that websites are important – because they are. Social media, though? Many are still struggling with the role that these platforms play and how potential visitors are using them. Data suggest that social media is both a more important source of information AND a more effective landing environment than an organizations own website.

 Let’s take a look at some data, shall we?

 

1) Social media is the primary information source for visitors

Take a look at the following data from the National Awareness, Attitudes, and Usage Study of over 98,000 adults. It shows where high-propensity visitors gather information about cultural organizations. As you can see, social media is the most used source of information… by a long shot. We separated mobile web and web and those are the second and third most important sources of information for audiences. This includes not only your website, but information gathered from any online source that is not a social media channel or peer review site like Yelp or TripAdvisor. The difference between “mobile web” and “web” is simply that mobile web platforms are accessed on a mobile device. For organizations that still don’t have mobile-friendly websites, this is a bit of a wake-up call to prioritize this. For clarification, the numbers are in index value (not number of responses, as the sample size is contemplative of those who profile as high-propensity visitors among the 98,000 people in the study). In other words, “web” and “mobile web” are essentially in the same pool because they encompass “the web,” we simply cut them out to see if the medium/channel played a role. (It does – mobile web plays a bigger role in the “web” overall value.) When we combine mobile web and web, the index value is between the two values (i.e. 471-503) – not additive.

Word of mouth (recommendations on the phone or over dinner, conferences, etc.) is the fourth most used source of information, followed by peer review sites (again, that’s Yelp and TripAdvisor).

IMPACTS - sources of information for HPVs

 

Communication channels that talk WITH audiences significantly outperform those that talk AT audiences. With index values over 100 for all “talk WITH” channels and below 100 for all “talk AT” channels, the divide is amazingly clear. We’ll discuss this more in a KYOB post going up on August 17th, but this evolution is not worth glossing over. It is critical for organizations to understand as the new reality of the world in which we live. The fact that many seasoned leaders know more about traditional, talk AT channels does not make them effective compared to our newer and primary methods of communication. This does not mean that traditional channels are unimportant. Rather, it underscores the new realities of our connected world.

While social media is the primary source of information for the composite market, this data is specifically cut for high-propensity visitors – or, people have the demographic, psychographic, and behavioral attributes that indicate an increased likelihood of visiting a cultural organization (museum, aquarium, historic site, zoo, symphony, theater, etc.). The lean toward social media isn’t just for younger likely visitors. Data suggest that all-aged likely visitors profile as being “supper-connected” to the web.

 

2) Social media is the most effective online landing environment to inspire action

The chart above indicates the distribution of more than 65 million referrals from the online advertising campaigns of six cultural organizations in 2015. It is organized by the category of landing environment where folks were most likely to be engaged by the organization – or, to become a member, donor, or visitor.

 

IMPACTS - VSO online referrals

These landing technologies were not subjectively determined. Instead, we used algorithms to match users with the content that would best foster engagement with the organization based on their behaviors. As you can see, users were routed to an organization’s social media platforms 39% more frequently than they were routed to an organization’s own website. Nearly half of the referrals were routed through social media or peer review sites. Social media channels allow folks to see your organization in action: what it stands for, what it posts everyday, how it interacts with and values its communities.

This finding reaffirms the value of third-party endorsements: What others say about you is more important than what you say about yourself. In fact, what other’s say about you is 12.85 times more important than things that you say about yourself. In sum, data indicate that social media channels are the most effective sites to land potential visitors in order to motivate action.

 

Of course, organizations certainly benefit by having their own websites, but social media is our audiences’ primary source of information and key online influencer. Many organizations may be accustomed to having web designers in the decision-making room and those folks – especially when they deal with engagement strategy, which these folks today should all be doing  – are important. But many leaders still seem to be confused about the importance of social media community managers. They shouldn’t be. These folks are more than just “those people who do social media.” Data suggest that they are an organization’s most important connectors.

Social media motivates visitation, inspires donations, and secures new members. It is a channel that champions connection in our connected world. Websites are important. Social media and social media community managers are absolutely critical as well. We need them both, but most of all – we need to stop treating social media as a communication add-on. It is the most important avenue for connection.

 

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, IMPACTS Data, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 4 Comments