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

visitors

Why Donors Stop Giving to Cultural Organizations (DATA)

Here’s why some people make a few donations to a cultural organization and then stop giving, according to the donors themselves.

Yesterday was #GivingTuesday! Though it’s a rather noisy day amongst nonprofits, I hope that your organization secured at least a few more dollars to help fulfill its mission – and added new supporters to your list of advocates!

As the end of the year approaches and cultural organizations work hard to attract and retain donors, it seems the perfect time to share this data on why folks donating between $250 – $2,500 annually to cultural organizations stop giving to the organization. That’s the focus of this week’s Know Your Own Bone Fast Facts video.

The reasons why donors stop giving may not be what you think. The good news, however, is that the top three reasons stem from the same – resolvable – issue. We’ve got the data on why some donors don’t renew their contributions – and it’s a wake up call.

Take a look at this data from IMPACTS and the National Awareness, Attitudes, and Usage Study. The study includes donors that had previously made an annual gift between two hundred fifty and twenty-five hundred dollars to a cultural organization – and then did not donate again within 24 months. See if you can spot what the top three responses have in common…

Why donors stop making donations to cultural organizations - IMPACTS data

Notice anything interesting here? The top three reasons why donors stop giving have something rather straightforward in common…

 

The top three reasons why donors stop giving are very basic communication/relationship management  problems.

 

The primary reason why donors did not contribute again is not being acknowledged or thanked for their gift. And with an index value of nearly 244, that reason is a very big, and very strong one. The second reason is also big and strong, according to these past donors: They simply weren’t asked to give again. Lack of communication about impacts and outcomes is third. And again, these index values are very high.

Interestingly, it is the reasons that we tend to blame that trail behind these big three, including unactualized intent (or, forgetting to give), giving to another organization instead, or a change in personal priorities. Perhaps these are the reasons that we tend to blame because they have to do with the donor – not with our own lack of follow-through or effort. Really, the top reasons why once-was annual donors stop giving and don’t come back is on us. 

 

While this data may be a bit embarrassing, we can fix it!

 

Online donations are on the rise – especially this time of year. One possible culprit here seems to be the misunderstanding that engagement over the Internet is more about technology than it is about people. A donor is a donor whether they hand a check to someone behind a desk, or they support you over the computer in polka dot PJs at home. A donor giving online is not any less deserving of a personal “thank you” or a follow-up than a donor giving by any other method. Remember, there’s a human being behind that computer screen – and it’s a human being who happens to support what you do.

With much of our focus on cultivating members at cultural organizations, there may also be a tendency to forget those important people who give beyond membership and thus deserve another level of care and attention. That said, data suggest the visitor-serving organizations could also do a better job making high-level members feel valued and respected as well. If we’re having a hard time with this audience, it makes sense that we might also have difficulties with folks who give between $250 – $2,500 and consider themselves to be donors rather than straightforward members alone.

At their very core, our organizations are all about people and connectivity. We need to be successful facilitators of shared experiences within our walls, we need to also be able to master connectivity with supporters outside of our walls and master proper communication with donors. If we want support, we need to carry out effective communication and relationship management. When donors stop giving, it’s generally not them. It’s us. 

Let’s make an active effort to show donors our gratitude and how their gifts are making not only our organizations, but our communities and even our world a better place.

 

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, Fundraising, IMPACTS Data, Myth Busting 1 Comment

Six Concepts that Visitor-Serving Organizations Confuse at Their Own Risk

6 concepts that cultural organizations confuse at their own risk

For the sake of the future of cultural organizations, let’s stop mixing up these terms. 

There’s a good amount of information here on KYOB that has accumulated through the course of this lil’ corner of the Internet’s existence! I recently wrote a compilation post on some of the more important points regarding engaging millennials within cultural organizations. I also recently found myself in a meeting taking on “the usual clarifications” when it occurred to me that there’s an important opportunity to compile a few of those “usual clarifications” as well!

Here are six sets of terms that often get confused with one another within leadership conversations at museums, theaters, aquariums, zoos, symphonies, and other cultural organizations. When we confuse these terms… well, general confusion tends to ensue and desired outcomes are not as easily achieved. Regular KYOB readers will recognize some of these “usual clarifications” from fast fact videos.

Ready? Let’s dive in! How many of these terms or concepts does your organization regularly interchange or generally misunderstand?

 

Market research vs. audience research

Audience research is the primary type of research upon which most cultural organizations rely. Audience research is any research conducted on visitors and past visitors in order to gather information about their attitudes, knowledge, interests, preferences, or behaviors. This kind of research comes in the form of exit surveys, zip code collecting, and reaching out to members and visitors through mail or email lists or online communities, for example. Audience research is research conducted on people who are already visiting your organization. Audience research is indeed valuable, but it is often confused with market research and an overreliance on audience research may he holding back even the smartest of cultural organizations.

Market research, on the other hand, is any organized effort to gather information about target markets – including the folks who may NOT be visiting an organization. Market research includes folks who are not your audiences (yet) and it is necessary to gather this information in order to reach new audiences. For the sake of long-term solvency, cultural organizations need to become better at reaching new audiences and our overreliance on audience research when we should be using market research results in industry problems like our inability to effectively attract low-income audiences. Market research helps spot trends and helps your organization figure out what to do next – not only to survive, but to thrive.

 

Admission pricing vs. affordable access

Admission pricing is the cost of admission for folks who visit your organization. It is an intelligently determined price point that contemplates what high-propensity visitors (people who are interested in visiting cultural organizations) are willing to pay in order to take part in your experience. “The gate” is often an important source of revenue for cultural organizations and having a considered price point ensures that your organization is neither leaving money on the table, nor jeopardizing attendance potential from those who are interested and able to support your organization. Admission price is an economically-sound business imperative for many organizations and admission pricing is not an affordable access program if your organization relies on paid admission in some capacity.

Affordable access (that is effective) is generally rather expensive for cultural organizations and it takes real investment that is usually made at least partially possible by gate revenues. Affordability is binary. An admission price is either affordable or it’s not. When organizations lower their optimal price point in hopes of “being more affordable” or “reaching underserved audiences” they aren’t truly doing either of those things. In reality, they are purposefully missing out on the very funds needed to make effective affordable access possible at all. Successful affordable access programs are targeted so that they truly reach folks who are unable to attend – not people who would generally pay full price but are just looking for a deal. Admission pricing and affordable access are two completely different means of access that play completely different roles in the sustainability of visitor-serving organizations.

 

High-propensity visitors vs. historic visitors

High-propensity visitors are folks who demonstrate the demographic, psychographic, and behavioral characteristics that indicate an increased likelihood of visiting a cultural organization. In other words, these are the people who actually visit cultural organizations. They are those awesome kinds of people who say, “Yeah! That sounds like fun!” of even “Yeah. I could do that!” when someone suggests a visit to a museum or performance.We love these folks. As much as we hate to admit it, not all people have this reaction. High-propensity visitors do not need to have visited a type of cultural organization in order to profile as a likely visitor and they are not necessarily past visitors. Instead, they are people with behaviors and characteristics that indicate the potential to visit. Many members of “new audiences” – including millennials and minority majorities  – profile as high-propensity visitors as well.

Historic visitors are the people with the demographic, psychographic, and behavioral characteristics that match traditional visitor profiles. Essentially, they are past visitors. Historic visitors profile as a high-propensity visitors, but not every high-propensity visitor matches the profile of a person who has more traditionally visited cultural organizations. Not everyone with interest in visiting today necessarily matches the profile of the kind of person who visited yesterday. Glibly (but it helps illustrate the difference), not everyone who is likely to visit a cultural organization is a wealthy, older, white person. In fact, it’s increasingly the opposite. We need to reach beyond traditional visitor profiles because we are experiencing a negative substitution of the historic visitor in the United States. The issue of confusing historic visitors with high-propensity visitors that we need to more effectively reach is often confounded by confusion related to audience research vs. market research.

 

Key performance indicators vs. diagnostic metrics

Key performance indicators (KPIs) are used to evaluate the ongoing success of an organization or a particular initiative. Success is often defined in terms of making progress toward achieving the strategic objectives that optimize the solvency of an organization. KPIs have a direct correlation to desired outputs (fundraising, visitation, etc.). For instance, for our nonprofit visitor-serving partners at IMPACTS, we measure items related to market sentiment that include metrics such as reputation (e.g. top-of-mind metrics), educational value, satisfaction, value-for-price perceptions, and other items that correlate directly to the health of an organization and its ability to achieve its bottom line objectives.  Bad metaphor: Let’s say you’re an Olympic runner. Your KPIs are your response times, race times, reflexes, muscle strength, and those things that contribute most directly to your success.

Diagnostic metrics are data points that contribute to KPI performance and aid organizations in pinpointing specific opportunities but they can be a distraction if they are given the same attention as KPIs. These metrics cannot “stand-in” for KPIs because they are a sub-measurement of assessment criteria that lead to desired behaviors. For instance, on the surface, certain social media diagnostic metrics may look positive, but if they aren’t elevating your reputation (a key driver of visitation), then…well, a “like” is just a “like.” Diagnostic metrics are also helpful for listening to audiences and informing organizations of opportunities for improvement. Bad metaphor continued: Let’s say you are an Olympic runner again. Your diagnostic metrics might be your blood pressure, levels of B12, and heart rate. Heart rate contributes to your ability to run a good race time, but focusing on heart rate on its own isn’t the metric to focus on. (It’s your race time.)  You are measuring your heart rate (diagnostic metric), in this case, so that you can increase your race speeds (your KPI). Focusing on diagnostic metrics (like Facebook “likes” and retweets) without focusing on key performance indicators (like changes in reputation attendant to those likes) is a distraction and a waste of time getting a lot of retweets doesn’t necessarily mean that you are increasing your reputation. It is important to know which kinds of metrics are which. 

 

Discounts vs. promotions

Discounts are when an organization offers free or reduced admission to broad, undefined audiences for no clearly identifiable reason. Discounts do a lot of pretty terrible things for visitor-serving organizations. Simply, offering discounts devalues your brand. Offering discounts – especially via public social media channels – cultivates a “market addiction” that often has long-term, negative consequences on the health of organizations. In many ways, offering discounts creates a vicious cycle whereby a visitor-serving organization realizes an ever-diminishing return on the value visitation. When an organization provides discounts, it often results in five not-so-awesome outcomes that you can read about here.

Promotions offer a targeted benefit for certain audiences for an identifiable reason. The biggest difference between promotions and discounts may be how they are perceived by the market. Promotions celebrate your community. Promotions demonstrate why an organization is offering free or reduced pricing in the communication of the promotion. That reason is usually something that celebrates an organization’s mission or an organization’s audience, and it is made clear that it is something special. While some may learn the differentiation between these two approaches and consider it to be a framing of communication, it’s actually a reflection of an organization’s culture. Whether an organization’s go-to strategy includes either promotions or discounts demonstrates a great deal about the organization and the thoughtfulness of its engagement approach, as well as the value that it places on its reputation. In the end, one approach is more about an organization’s flailing attempts to hit specific attendance numbers at the expense of its brand and mission (and long-term ability to hit those numbers), and the other is more about your organization’s relationship with target audiences and communities.

 

Fads vs. trends

A fad is any form of behavior that is intensely followed by a population for a short period of time. The behavior will rise relatively quickly and fall relatively quickly once the perception of novelty is gone. Fads certainly have value and they can profoundly change organizations- consider the ALS Ice Bucket Challenge! Utilizing fads in marketing and programs can increase top-of-mind awareness, demonstrate the timeliness of your organization, and serve as a gateway for new audiences. This is all great and important stuff but – remember – fads don’t stick around.

A trend, on the other hand, gets stronger over time and does stick around. Trends have identifiable and explainable rises that are driven by audience needs. They help solve a problem for people. The increasing use of social networks is a trend (that connects us to one another). So is quitting smoking (which lengthens our lives), evidence-based medicine (that removes the guesswork in medical-related situations), and the use of mobile devices (that allow us to look up information in real time). These are things that have grown – and continue to grow – in market penetration. They solve problems. They represent new ways of life. Organizations ignore trends at their own risk. Ignoring trends means that they will either be forced to adapt later and will necessarily be behind, or the organization will fade away. When organizations write off things like web-based engagement or data-informed management (for instance) as fads instead of trends, evolution stops. However, treating fads like trends can lead organizations to become overwhelmed, give up on following along, and, again, stop evolution. (Here’s a tip on how to tell if something is a fad or a trend.)

 

Think the distinction between these terms and concepts sound obvious? GREAT. Let’s make sure to join the conversation and help organizations keep them straight so that they can survive and thrive. Let’s all help in communicating “the usual clarifications,” because if we don’t, our organizations risk healthy evolution.

 

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, Myth Busting, Sector Evolution, Trends Comments Off on Six Concepts that Visitor-Serving Organizations Confuse at Their Own Risk

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

Data suggest that it’s good to to be the first organization that someone visits… but what if yours is the second?

If you’re the best art museum, for instance, then a visitor to art museums should be able to tell, right? Wrong. As it turns out, it’s a bit more complicated. This week’s Know Your Own Bone – Fast Facts video is about firsts… and seconds. And what to do if your organization is second.

You probably remember your first kiss – and your first car, your first love, and a whole host of other firsts. As human beings, we tend to ascribe a premium to firsts – and visits to cultural organizations are no different. Data suggest that first-time visitors to a type of cultural organization – such as a science center – rate their visitor satisfaction higher than those who have visited any other science center before – 18.1% higher, to be exact.

That’s a huge bump! It’s great news for the first cultural organization of its kind that a visitor experiences. Woohoo! We’ll take it! While this value varies slightly based on cultural organization type (history museum vs. aquarium vs. symphony), they tend to hover around this average.

However, the sad side of this coin is that, for no fault of their own, the second (and third, forth…) like-organization that an attendee visits is likely to suffer from significantly lower satisfaction levels than the first. This is a big deal for many obvious reasons, but one of which is the fact that overall satisfaction is a major contributor to overall value perceptions of organizations. Lower satisfaction levels lead to less word of mouth and thus less support and visitation. Yikes!

First time visitors also rate their experiences 14.8% higher in terms of value for cost of admission. That’s another huge bump that’s great for organizations able to benefit from that “first time” magic. 

We call this phenomenon Point of Reference Sensitivity

pors-image-impacts

We noticed this trend at IMPACTS and we gave it a name. Point of Reference Sensitivity suggests that the market’s expectations are being constantly reframed by recent experiences. Essentially, as a person gains familiarity with an experience, it becomes increasingly harder to impress them. While Point of Reference Sensitivity may make logical sense, it’s still a bit of a bummer for the second cultural organization that hosts that visitor.

What is the solution? Be more unique.

Differentiate yourself as an individual organization rather than priding yourself on being like all other such organizations. That may sound overwhelming, but the good news is that we live in a connected world where differentiation may be easier – and more expected – than ever before. It’s a call to organizations to undertake smart experiments and creative programs, and to incorporate avenues for personalization and shared experiences. It’s a call to action to know who your organization is and what it stands for as well as why it is uniquely important. Achieving that “first time” satisfaction bump with every visit means smart integration of trends and awareness of market perceptions. Unsurprisingly, perhaps, it all comes back to doing well what you do well – and letting folks know about it!

Those organizations that are most susceptible to Point of Reference Sensitivity are those that believe themselves to be mostly a type of attraction rather than a unique organization. The key to overcoming Point of reference sensitivity is to be yourself. That is how the market determines which organization is “best.”

 

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, Nonprofit Marketing, Sector Evolution 1 Comment

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

The great millennial round up 2016 - Know Your Own Bone

This is what you need to know in one, single post.

Millennials are a hot topic. While I consider “millennials” but one topic in the file of “pressing issues necessitating the evolution of visitor-serving organizations,” it turns out that there is a lot of information to point out and underscore.  No doubt, I’ll be adding to this list with future posts and there’s more where these came from, but these nine Know Your Own Bone Posts make up a helpful set list for engaging this new and important audience. I’ve been on a millennial-related post roll recently. Let’s keep it going for one more week.  Here is a compilation of nine data-informed take-aways for cultural centers aiming to reach millennial audiences.

Some of these posts are videos and some are data-informed articles. Each of these points links to a post with more in-depth information. But before we dive in, I must share this (though it is mentioned in several posts): “Millennial talk” is increasingly code for “everybody talk.” The trends that are most effective in engaging this generation are trends that are increasingly required for reaching other generations as well. So if you’re not completely sick of “millennial talk” and are able to take a step back, you may find yourself nodding and thinking, “Hey! This is increasingly true for ALL visitors to cultural organizations.” Because it is.

 

1) MILLENNIAL TALK is not about ignoring other generations

This is the best place to start. If you’re experiencing “millennial talk” overload, here are four important things to keep in mind. Remember: When we talk about the need to reach millennials, we are NOT talking about ignoring other generations. Instead, we are adding a new, important generation to our discussion list of existing important generations. In order to carry out effective “millennial talk,” we need to remove defensiveness and realize that we’re talking about the future of cultural organizations for all visitors and generations – not only millennials.

 

2) We have a big problem with engaging millennials (DATA)

Why Cultural Organizations Must Better Engage Millennials (Know Your Own Bone)

And we need to fix this in order to survive long-term. Data suggest that the issue is particularly pressing. Millennials currently represent the largest segment of visitors to cultural organizations. (Nope. Not Baby Boomers). However, millennials are also the only age demographic not visiting cultural organizations at representative rates. This means that millennials are both our most frequent current visitors AND the visitors that we need to do a better job attracting in order to survive and thrive. As sick as we all may be of talking about millennials (I am, too, and I’m a millennial!), these facts make effectively engaging this audience a VERY big deal. This is a reality that organizations ignore at their own risk and it is my experience that showing this data and underscoring  this situation helps explain why this generation is getting so much attention right now.

 

3) There are two (most important!) things to keep in mind for engaging millennials

 

Okay – so reaching millennials is important and other generations should not take this need to mean that their own generations are less important. So how can organizations best reach millennials? There are a lot of tips and tricks out there, but I’ve boiled it all down to two. Here are the two, most important mindset shifts for engaging millennials. They sound simple, but they are actually large-scale culture changes for many visitor-serving organizations to carry out. They require a shift in how we think. Again, however, making these shifts does not only help position organizations to better reach millennials. It positions organizations to better reach all visitors in today’s connected world. Really, these two shifts are necessary for engaging nearly everyone. 

 

4) Millennial audiences may be our best audiences (DATA)

Engaging millennials has a huge payoff! This post highlights three, data-informed reasons why it’s absolutely worth the energy to reach these folks. Namely, they are super-connected to many people and have terrific potential to share positive experiences and spread valuable word of mouth and third-party endorsements of your organization. They are also most likely to share those positive experiences with their circles! Moreover, millennials have the greatest intent to revisit a cultural organization among the three, primary generations today. It all adds up to an understanding that targeting millennials is a good thing for everybody – and this generation does a lot of important messaging for organizations!

 

5) Millennials spend the most on food and retail (DATA)

It’s a smaller point, but it’s also an added bonus: Millennials spend more than any other generation on food and retail at visitor-serving organizations. Check out the data. For those folks who are less “believing” of the incredible value of third party endorsements in securing visitation and the importance of millennial audiences on that front (discussed above), here’s a more cut-and-dry financial incentive. Are we all happy now? Yes? Excellent.

 

6) Attracting millennials is key to engaging people of different racial and ethnic backgrounds (DATA)

Attracting Diverse Visitors to Cultural Organizations- Know Your Own Bone

Organizations often aim to engage folks of different racial and ethnic backgrounds. In doing this, many organizations overlook information regarding how people of different racial and ethnic backgrounds actually view themselves. The United States population is growing increasingly diverse with folks that are different than the historic visitor to cultural organizations – and much of that change is driven by millennials. We are the most diverse generation in the workforce. But we don’t primarily identify ourselves as our ethnic backgrounds. We identify ourselves as being young. This data is critical because it means that an important key to engaging audiences of more diverse racial and ethnic backgrounds is – in fact – engaging millennials.

 

7) Millennials are changing membership programs (DATA)

Millennials are necessitating change. If your organization doesn’t have as many millennial members as it should, it may be because your organization is not yet offering the type of membership that millennials want! (In fact, many aren’t.) The data about what millennials want in a membership program is particularly cool (in my humble opinion) because it underscores a trend that we are seeing for members on the whole. Mission-based members are more valuable members than transaction-based members and, really, what many organizations consider to be one “membership program” may actually be two, separate programs. There’s important thought-fuel here.

 

8) Millennials are not naturally caring more about arts and culture as they age (DATA)

millennial cause durability

And now for some not-great news: We cannot sit around and wait for millennials to “grow into” caring about cultural organizations. It’s not happening. At IMPACTS, we call this “cause durability” and millennials have it. The thought that millennials will “age into” historic visitor profiles is not proving true. Simply because the historic visitor profile is an older, white person doesn’t mean that millennials will have the same values when they become older, white people themselves (…particularly because this generation is incredibly diverse so that’s not even a thing for almost half of our generation). “But,” you say, “this isn’t about ethnicity – it’s about growing wisdom and appreciating the finer things in life as one ages!” Okay. We can hope for that, but data isn’t supporting it and is it worth the risk to your organization’s future to simply sit around without effectively engaging these audiences?

 

9) It is time to add millennials to your board of directors

Millennials represent the largest generation in human history. Still, many boards of directors for cultural organizations do not include a single millennial. Here are five important reasons to add millennials to your board of directors. They aren’t rocket science. They may simply be inconvenient truths… but truths they are, nonetheless. It’s difficult to attract millennials without listening to them and getting their input where it counts: in the board room and in leadership meetings.

 

There’s more to come on Know Your Own Bone in regard to engaging millennials, to be sure – and there are more posts than these in my archives. That said, I’ve tried to select the hardest-hitting, what-you-need-to-know round up. We’ll take a break from millennials for a while and get back to other myth-busts and trends in the weeks ahead- but there’s a lot here and it’s important. I hope that these posts are useful to you and please remember to dive into the individual points to get the full information and dig into the data. We’re on our way to integrating new mindsets into our organizations!

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. 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 Comments Off on Millennial Data Round Up: What Your Cultural Organization Needs To Know

Experiencing Millennial Discussion Overload? Here Are Four Things to Remember

Cultural organizations need to reach millennials and that means talking about it – but that talk doesn’t make other generations less important. 

Cultural organizations desperately need to get better at reaching millennials in order to thrive in the future – but in order to have these conversations, we need to clear up some craziness. The aim of this week’s fast facts video is to set the record straight: Talking about the need to reach millennials is responsible and necessary – and adding millennial engagement to important discussion sessions is in no way a dig on older generations because they are extremely important audiences! Talking about millennials does not mean ignoring other generations – and it never has. It seems that all of this millennial talk may be leaving other generations working within the industry feeling confused, frustrated, and maybe a little bit ignored. To feel this way may be based upon a misunderstanding.

Here are four things to remember when your feeling overwhelmed by millennial talk – or maybe even left out by the lack of similar discussion about your own generation.

 

1) MILLENNIAL TALK is code for EVERYBODY TALK

We discuss millennial mindsets so much because they represent a kind of evolution that affects everyone in today’s digital world. “Millennial talk” is often used a bit like an umbrella topic in the discussion about creating twenty-first century cultural organizations – so talk about transparency, social consciousness, personalization, and connectivity often get attributed to millennials. Really, though, these are growing expectations among all audiences.

Sometimes it seems as though organizations label market trends as “millennial talk” in order to somehow dilute conversations about necessary evolution. Calling large-scale trends that affect all generations (like digital connectivity) “millennial talk” may make them seem less looming and perhaps less urgent. But they aren’t. We millennials could easily look back at other generations and say, “Wait! You increasingly care about connectivity and impact, too! Why are organizations pinning all of their inconvenient calls to evolve on our generation alone?!” Part of getting over the “millennial talk” is realizing that it’s not “millennial talk” at all. It’s “market reality” talk.

 

2) Millennials are the only generation that cultural organizations are NOT reaching at representative rates

We talk about millennials so much because cultural organizations (museums, zoos, aquariums, theaters, symphonies, botanic gardens, etc.) need to reach them. Pause. Real talk: We really need to reach millennials. Millennials represent the largest generation in human history, and we’re also the only generation not visiting these organizations at representative rates. On top of that, millennials are also our most frequent generational visitors. This is a unique situation! Millennials are our most prevalent current audiences, but they are also the audiences we need to better engage. (In other words, they are visiting the most, but when we look at the US population, they should be coming much more.) This unique situation is one that must be addressed in order for organizations to thrive in the future. When we look at the size of this population and their make-up, preferences, and lack of representative engagement, it’s very clear to see that if we don’t start reaching millennials at representative rates, cultural organizations will have a very rough and unsustainable future.

 

3) Millennial engagement has nothing to do with ignoring other generations (We NEED them!)

Adding “millennial talk” to generational discussions sometimes seems to make other generations defensive.  The discussion about the need to attract millennials has NOTHING to do with ignoring other generations. (Has it ever?) Baby boomers still make up a good portion of our audiences and they have noteworthy giving capabilities. Generation X engagement remains stable and consistent (and this generation, in particular, deserves a bit more love). When we talk about attracting millennials, we are NOT encouraging organizations to forget about everyone else. Organizations have been talking about and focusing on reaching Baby Boomers for fifty years and that conversation isn’t stopping. It shouldn’t! But adding another generation to the discussion at some point – especially a generation even larger than the Baby Boomers – seems reasonable and inevitable. Certainly, there has to be a way to talk about new generations without other generations feeling personally offended. We need all of our audience members! We need to add generations to the discussion. To replace discussions about other generations – and especially to ignore them – would be irresponsible.

 

4) Strategies for engaging millennials do not generally alienate other demographics

See point one. We at IMPACTS collect a lot of data, but we cannot find any that directly suggests that an organization having programs aimed at attracting millennials particularly alienates other generations on the whole. Again, trends that we are seeing in regard to millennials increasingly appeal to older generations as well. We simply aren’t seeing signs that a majority of Baby Boomers really hate transparency, personalization, social consciousness, or digital connection. It doesn’t mean that they necessarily prioritize or make decisions based upon them as much as millennials do. But, as it turns out, this whole “Internet thing” has affected all of us and has changed up what we expect from organizations.

 

When we in the industry underscore the need to reach millennials, we’re not digging on Baby Boomers or Generation X (or Traditionalists or Generation Z)! We need these visitors and supporters! But NOT discussing millennials – this new, large, underserved generation that holds the key to our future – would be irresponsible. In fact, ignoring millennials would be just as irresponsible as ignoring those generations that are already engaging with us.

 

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, Millennials, Myth Busting, Sector Evolution, Trends Comments Off on Experiencing Millennial Discussion Overload? Here Are Four Things to Remember

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

Audience Access - what cultural organizations must embrace - Know Your Own Bone

The first step in the evolution toward more sustainable cultural organizations is embracing the reality of “access” and reviewing the basics.  

We talk a lot about “access” within cultural organizations. For the sake of discussion on this topic, let’s strip this to its bare bones: Access is a means of approaching or entering a place. When cultural organizations talk about access, they often refer simply to something like affordable access. This narrow concept of “access” sets these types of organizations back, and prevents us from having more informed discussions about visitation, engagement, and financial solvency.

Every single person that makes their way through our doors has an access point and is part of “access” strategy discussions. “Access” in cultural organizations is not a conversation about minority majorities, or millennials, or folks making less than $25,000/year, or people with purple hair, or folks in wheelchairs, or people who like French fries, or pet owners with a dog named Rufus. Even high-propensity visitors must be considered in access discussions because access is a thing for every single person who sets foot in our institution. Access is not a topic about “underserved audiences” and it’s strange that we immediately assume this is so. Visitors, non-visitors, members, and donors all achieve access somehow. Why don’t we consider the entire, baseline topic of access for a change? And, if we do, can we learn something to strengthen BOTH mission execution and financial sustainability for cultural organizations? You bet.

This overview is oversimplified – and there are countless avenues for discussion embedded within this topic, but for the sake of improving the future of visitor-serving organizations, I’d like to provide a data-informed concept for a BETTER discussion about the hot topic of “access.” It’s only by considering how all avenues of access work together that we can optimize any part of the system – and cultivate healthier institutions.

The points below may seem very simple when you read them, but I haven’t encountered many organizations that regularly consider how these points of access work together and feed off of one another. Often, organizations tinker around with these different access points. When we meld these access audiences together – which we so often do – we get all of those bad business practices that hold us back. For instance, when we meld admission and affordable access programs, we get devalued brands, local visitor dissatisfaction, and we “leave money on the table” that we need in order to both survive and also to carry out our missions. When we meld admission with membership, we get transaction-based members that don’t much care about our missions and are less likely to renew, and we risk losing our most important supporters when we treat them like simple visitors.  Again, this framework is simplified, but my hope is that it brings about food for thought. If I’m lucky, it might even make you uncomfortable – and the best (good) data makes leaders uncomfortable enough to create change.

KYOB access drawing

For a broad overview, let’s dive into these three, primary access audiences one-by-one. (You know that I mean back-to-basics business when I add a doodle.) While you may skim these access audiences thinking that they are painfully obvious (they are), consider all the ways that we confuse them, conflate them, and ultimately threaten our own organizations. It’s simple (hence the doodle), but perhaps that’s why it is all the more important that we return to the basics and get this right.

 

Access visitor

1) LIKELY VISITORS:

Pay your data-informed optimal admission price

Likely visitors are called high-propensity visitors in my data world, and they are the people who have the demographic, psychographic, and behavioral attributes that indicate an increased likelihood of visiting a cultural organization. These are the people who are most likely to respond, “Sure!” when someone asks “Do you want to visit a cultural organization today?” They are, essentially, where our bread is buttered. They are the people who choose to pay to visit cultural organizations – and they are also the people who go to free organizations and understand their value. At IMPACTS, we have a lot of data about these folks, and they are critical audiences to engage in order to stay alive. In short, they are your visitors. (Keep in mind: High-propensity visitors are not exactly the same as historic visitors. High-propensity visitors are LIKELY visitors and not necessarily past visitors. They are our potential!) Bottom line: a very vast majority of the people who go to museums, zoos, aquariums, symphonies, theaters, botanic gardens (and the like…) are obviously LIKELY VISITORS… because they are visiting… and thus actively choosing to visit.

Admission pricing is a science, not an art. When an organization’s admission price is too low, it “leaves money on the table” and is not securing optimal funds to aid in sustaining itself. When it’s too high, it means that your organization will need to invest even more in access programing to fill the gap (which is much more costly than we think because most organizations are doing “access programming” wrong – more on that in a moment).

Admission pricing is NOT to be confused with affordable access programming. Interestingly, bad things happen to good organizations when they deny their optimal admission price in favor of “being more affordable.” Likely visitors should be admitted based upon an optimal, data-driven price point. This money is required in order to fulfill our missions of being open and of reaching unlikely visitors (see below).

 

Access unlikely visitor

2) UNLIKELY VISITORS:

Visit through targeted programs that actually reach them

IMPACTS has a lot of depressing data about the cultural organization industry. (BUT we have great leaders with the will to evolve, and we’ve totally got this! Cultural leading people are the best people. That’s why I write and that’s why you’re here.) Large-scale data about how much we stink at creating access programs for unlikely visitors that actually work is among the hardest to swallow. In reality, free days attract visitors with higher household incomes and education levels than paid-admission days (Here’s that data). Generally, our entire industry’s affordable access programming is not reaching low-income audiences (And there’s that data).

We mess things up when we conflate affordable access programming with admission pricing, thinking that we’re doing everyone a favor (Here’s the data on that). Another problem that we willfully ignore is the reality that we don’t actually know who our underserved audiences are or what they want. And we sabotage the success of our access programs because we inadvertently market the programs to rich people. (This is a huge, overlooked problem.) In many cases, we simply aren’t investing enough (or intelligently enough) for access programs to be effective.

It doesn’t help that many organizations mistakenly believe that price is a primary barrier to engagement. It’s not. Admission cost is not a key barrier to engagement and it’s certainly NOT a cure-all. This is mostly true for high-propensity visitors, but it’s also naive to believe that all folks will flock to something simply because it is free. In order to create effective access programs for any underserved audience (low-income or otherwise), organizations need to get a better grip on why that audience truly isn’t coming.

Unless we have a data-informed, optimal price point, it’s difficult to get the funds to create access programs in the first place. And if we don’t have those funds, we cannot create access programs that effectively reach new audiences OR low-income audiences. (Both fall under “unlikely visitors,” but they aren’t the same. For instance, minority majority audiences are underserved, but they aren’t necessarily low-income. Both need types of access/engagement programs in order to become regular visitors – but sometimes for different reasons.) When we charge our optimal price-point, it makes effective programming for underserved audiences more important – and also possible in the first place.

 

Access member

3) SUPPORTERS:

Become your members and donors

Your supporters become your members and donors – and they are an important part of the “access” conversation as well. In fact, they may be the most important. These are the folks who care about why you exist. They promulgate your “so what?” They provide ongoing support by being your next level of likely visitors. That said, this is another area of “access” that confuses many visitor-serving organizations. Membership programs need to evolve, and many organizations –in reality – have at least two types of members: mission-based members and transaction-based members. Transaction-based members are often the result of organizations conflating “likely visitor” and “evangelist” audiences, but mission-based members are where it’s at. Transaction-based members think of membership more like an annual pass and less like being a part of a mission-driven community. Mission-based members are more satisfied with their memberships and they are more likely to pay more for their memberships in order to support the organization. (Here’s the data on this.)

Another way in which organizations regularly fail this important audience- thanks to a broader misunderstanding of different avenues of access and institutional priorities – is by simply failing to manage the relationship or treating these awesome supporters in not-great ways. Lack of relationship management is a key reason why many donors discontinue their support. Arguably, a reason why organizations may be not-the-best at membership communication may be because we treat all of our audiences the same way. Namely, we confuse them with regular visitors.

 

Organizations have at least three types of audiences and these three audiences have different access points. When we confuse these three audiences and their avenues of access, we threaten the sustainability of our organizations. They must be managed in different ways in order to be activated to choose behaviors that are in the best interests of our organizations and our missions. It’s arguably because we misunderstand this that we commit several crimes against our own futures.

We live in an increasingly personalized world. In order to thrive, organizations may benefit by realizing that these three spheres are distinct and separate, but that it’s important to have a plan to carry constituents from an unlikely/likely visitor into the evangelist category. We need to change our business model. This is very, very different than conflating these categories. Thinking harder about access in regard to our business strategies may be the first step in creating more sustainable futures.

 

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, Financial Solvency, Fundraising, Myth Busting, Sector Evolution, Trends Comments Off on Audience Access: The Reality For Cultural Organizations To Embrace for Solvency

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

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

The Value of Shared Experiences Within Cultural Organizations (DATA)

The value of shared experiences at cultural organizations - KNOW YOUR OWN BONE

Exhibit and program content is important, but visitors who have the best experience aren’t the ones that come for the content.

At cultural organizations (museums, performing arts organizations, aquariums, botanic gardens, historic sites, zoos, etc.), we tend to really value our content experts – and for good reason! Without great content, what stories could we tell? How could we educate and inspire visitors? Certainly, the “what” of visiting a cultural organization is important (the program, the exhibit, the performance), but organizations often overlook the fact that who people are “with” is often more important.

Sometimes we get so wrapped up in the nuance of our content that we forget why people visit us and why they most value us: Cultural organizations are facilitators of shared experiences.

I have previously documented the best attributes of a visit to a cultural organization, and sharing time with family and friends massively trumps anything exhibit or content related. Here’s a look at this important data. As you can see, spending time with friends and family is more than twice as important as the content of the exhibit, program, or performance. This data comes from the National Awareness, Attitudes, and Usage Study of over 98,000 US adults.

IMPACTS - The best thing about a visit to a cultural organization

WITH > WHAT – and it’s not even close. This finding is a big deal and it turns the way that internal experts think on its head. According to our visitors, the best thing that we do is connect them to one another. At cultural organizations, interacting with people matters. Take a look at “interacting with staff/volunteers/performers.” It’s (comparatively) trailing “seeing/interacting with exhibits/performance.” Connecting with people onsite is important – and deploying engaging frontline staff may be the most straightforward and reliable way to increase visitor satisfaction.

This finding brings up an interesting question: Do people feel differently about the visitor experience based upon what they believe to be the best part of the experience?  And, what – if anything – does this portend in terms of optimizing the visitor experience?

Below, we’ve organized the data based upon folks’ “best” visit attribute. For instance, all of the people who think that time with friends and family is the best part of the experience are in one column, everyone who said it was the exhibits or performance are in another, etc. Below are the findings for overall satisfaction, value for cost of admission, and intent to re-visit. For the sake of easy reading and summarization, I’ll call the folks who report “time with friends and family” and/or “interacting with staff/volunteers/performers” as WITH visitors – because to them, WITH>WHAT.  Here’s the value of shared experiences to cultural organizations. 

 

1) WITH visitors report the most visitor satisfaction

IMPACTS - overall satisfaction by best thing

In fact, both types of WITH visitors (“Time with family and friends” and “interacting with staff/volunteers/performers”) are most satisfied with their experiences.

As a conceptual tip (that helps for the sake of comparison): Consider “Day off work/school.” For these folks, the best thing about a visit to a cultural organization isn’t unique to a cultural organization. Rather, it’s simply that they have the day off. This group is still obviously a very important group to watch. After all, schedule is the top motivator for visitation to a cultural organization.

 

 

2) WITH visitors report the greatest bang for their buck when it comes to paying admission

IMPACTS - Value for cost by best attribute of visit

Visitors who find time with family and friends to be the best thing about a visit report the highest value for cost perceptions. This means that they think that paying admission to get in your door was most worth the money. One reason why value for cost perceptions are important because they help inform optimal admission prices.

This finding is important because it tackles a potential, negative internal reaction from some in the industry: the concern that “time with friends and family” could happen anywhere. Certainly, it could. But what this data suggests is that there may be something particularly special about sharing experiences with family and friends within visitor-serving organizations – and it makes our admission prices all the more worth it to have those experiences in these environments.

 

3) WITH visitors are more likely to visit again within one year

 IMPACTS - intent to revisit based on best attribute of visit

Check this out! Not only are WITH visitors most likely to re-visit within one year, but they are significantly more likely to do so!

Visitors who identified sharing time with family and friends as the best attribute of a visit to a cultural organization reported both significantly higher levels of satisfaction and value for cost perceptions than did those reporting content (e.g. exhibits, performances) as the best attribute of a visit to a cultural organization.  Moreover, persons who reported sharing time with family and friends as the best attribute of a visit also indicated a 25.5% greater likelihood of re-visiting the organization within one year when compared to persons who cited exhibits as the best attribute of their visit!

(Don’t be too discouraged about the low values of “learning something new” folks. We know that our education missions don’t play the hugest role in motivating visitation and they play only a small role in visitor satisfaction, but they play an important role in justifying visitation after the visit is over. Here’s that data.)

 

These data reaffirm the role of cultural organizations as facilitators of social interaction. More than connecting people to content, cultural organizations connect people to people.  Given this information, it may seem odd that so many resources are focused on the content aspect of an experience (think exhibits and galleries and theaters) and seemingly less energy on the aspects of an experience that support social interchange. (What if we valued our floor staff as much as we value our exhibits teams?!) We need our content. Our content allows us to tell the stories that make people want to come through our doors to be inspired. We know that content is important. I don’t know that all cultural organizations are aware that being facilitators of shared experiences is even more important to visitors. At cultural organizations, our content becomes the bridge that connects people to one another.

I’ve seen this news (the fact that WITH is so much more important than WHAT) create anger within cultural organizations. In the face of this information, I’ve seen leaders say that one phrase that effective, successful leaders never say: That this doesn’t apply to them and there’s nothing for them to learn from this overwhelmingly unassailable data.  This reaction is a mistake.   In our digital age, we want folks to be engaged and make real connections – to our stories and to one another! In that sense, this data is incredibly uplifting. This data does challenge our ivory towers. Indeed, we are educators and inspirers…. but we are also facilitators of connection and community – and THAT is what our audiences love about us most. 

 

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:

 

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Posted on by Colleen Dilenschneider in Community Engagement, IMPACTS Data, Myth Busting, Sector Evolution, Trends 2 Comments