November 14, 2023
Like the old TV show “The "A" Team”, nonprofit professionals have become adept at multitasking while making do with little and leftovers. These amazing staff members take great pride in keeping overhead down, in an effort to optimize dollars for the execution of the mission. A noble effort to be sure.
Have you considered that an integrated marketing and communications plan designed with expert advice can optimize your current budget and processes while laying a long-term foundation for incremental patron engagement and growth? This approach gives you a return on your investment while growing wider engagement with your prospective and current base.
Digital experts estimate that the average person sees up to 10 thousand media messages a day. Nonprofits who ignore the benefits and processes of a strategic, well-honed communications process can risk losing future patrons in the overwhelming world of digital white noise. With brands across the board investing in strategic marketing to leverage various channels, you don’t want to become the quiet kid at the back of the line, or you risk a diminishing return with your current and future donor and patron base! Furthermore, as many older donors gradually drop off the radar, do you want to neglect to purposefully introduce yourself to younger, likely donors who might have a heart for your cause? How are you going to educate or build your presence in the marketplace without this vital element in your business plan? Is it really your intent to keep your mission and vision secret from the next generation? Probably not.
While big rebrands and revamps have their place, it needn't be all or nothing. You could be upping your game incrementally with a strategic plan customized for your nonprofit's unique circumstances. As you add new elements, you can continue to grow your strategy with your team and then a higher quality subcontractor as you grow, until you are able to add additional staff!
Often as nonprofit professionals working diligently to balance a high volume of work with an often-understaffed office, we lose sight of new and upgraded practices that would not only streamline our work but make it more efficient. In addition, what if those efficiency processes also allowed you to generate more revenue over time, in the way of ticket sales, events, or donor giving? Do you really want to leave that money on the table when it could help you serve your constituency more?
At Webb Communication Strategies llc, we walk with your nonprofit to evaluate your communication holes, and blind spots, and craft an incremental journey that engages your team, elevates your staff's skill set, and weaves marketing, communications, and storytelling into your organization's everyday workings.
Do you really want to risk falling behind the curve in elevating your mission? Let us help you implement new practices on the way to your big picture goal!
Photo: Ian Schneider
"By understanding and incorporating the power of branding in each step of your communications, nonprofits can not only attract patrons but also inspire them to become lifelong champions of the cause."
October 4, 2023
Imagine:
The phone rings, and a trained, compassionate representative answers the phone and provides the needed information in a warm and efficient manner; an email goes out that provides the requested information, in addition to more valuable content, leaving a patron delighted; the website is designed with a wonderful user experience that makes the patrons engagement efficient and time efficient; a community event in the park or concert hall leaves the visitors feeling seen, valued and uplifted; a gift is immediately responded too with a handwritten “Thank you”. Social media content leaves people intrigued and wanting to learn more about your mission.
These are all examples of how a good brand weaves together the narrative of their mission and vision through every step of communications, inviting people in, making them feel valued, and leaving them interested in learning more about the offerings of your nonprofit. Never once did I mention the design of the logo… but it too is the jumping-off point for a positive brand experience when it is designed to align with your mission, vision, and values! It is the heart of your brand!
It is important to understand how differing aspects of a comprehensive branding strategy are vital to the growth of your organization... let's take a look at the various ways a well-rounded approach to the brand can improve your organizational engagement and performance!
Brand Strategy: A Foundation for Growth
A well-crafted brand strategy and clear brand voice lay the groundwork for a nonprofit's success. It's the road map that defines the organization's mission, vision, and values, resonating with stakeholders and attracting patrons who share the same ideals. A clear brand strategy will include built-in space for circumstantial adaptability, providing a nonprofit the means to communicate its purpose and impact, while nurturing a community of supporters who believe in its cause.
Building Brand Awareness: Connecting with the Right Audience
Brand awareness is the cornerstone of patron growth. Nonprofits must leverage their brand to reach the right audience - those who are passionate about the cause- through a variety of storytelling vehicles. This involves understanding your target audience's needs, values, and aspirations, and aligning your communications to them, with your mission. By consistently incorporating effective brand messaging and visual identity, nonprofits can create a lasting impression that resonates in people's hearts.
Brand Experience: Fostering Trust and Loyalty
Every interaction a patron has with a nonprofit shapes their perception of the brand. From website design, email, and phone communications to media and social media presence, and more, each touchpoint should reflect the organization's values and mission with more than words. This consistency in brand experience fosters trust and builds loyalty. Patrons who have a positive experience are more likely to become long-term advocates, supporting the nonprofit's initiatives and spreading the word.
Differentiation through Brand Positioning
In a sea of nonprofits often vying for the same funding sources and patrons, it's crucial to stand out. This is where brand positioning comes into play. By identifying your Unique Selling Proposition (USP) and communicating it effectively, you differentiate from other similar organizations, allowing you to carve a distinct identity in the minds of potential patrons. Whether it's through impactful storytelling, innovative programs, or a unique approach to a common cause, brand positioning sets you apart.
Brand Evolution: Adapting to Changing Needs
As nonprofits evolve, so too should their brand. This is not about abandoning established values, but about reflecting growth and adaptability. Your brand should be a living entity, capable of adapting to meet new challenges and opportunities. It's a dynamic force that remains relevant and compelling in the ever-changing landscape of nonprofit work.
If your logo is the heart of your organization, branding is the heartbeat. It's a necessity that, like a beating heart is to the body, keeps the life of your organization vibrant and growing by constantly refreshing the organization with necessary communication that keeps it alive and thriving. It begins a patron's journey, guides the growth of the relationship, and leaves an indelible mark that fosters community. It encompasses all the interactions with each internal and external facing patron, providing a consistent experience in alignment with your mission, vision, and values. From the first experience with the logo, through getting to know more about the mission, to consistently providing high-value interactions with each engagement, familiarity and affinity for your organization grows. By understanding and incorporating the power of branding in each step of your communications, nonprofits can not only attract patrons but also inspire them to become lifelong champions of the cause.
Remember, in the realm of nonprofit branding, authenticity and consistency are key. Stay true to your mission, and let your brand be the bridge that connects you with those who share your passion for positive change.
We are here to help. We keep overhead low for you by assembling a project team of exceptional freelancers to fill in the gaps in your marketing team, as we work with you to grow organizational engagement. From one-on-one coaching to building a freelance team to facilitate your rebrand, refresh, or reboot we are here to help. Contact me today for your free 20 minute consultation. susan@webbcomstrat.com.
________________________________________________________________________________
"Curating the customer journey is an iterative process as you assimilate new technology, new professional processes and utilize great story telling. It keeps the organization alive and moving forward. Always striving to provide the best and most seamless journey for the patron."
Why does a nonprofit need a "sales strategy?"
September 8, 2023
Whether you are providing services or cultural experiences through the mission of your nonprofit, it is vital to curate a patron journey that edifies current patrons, begins to bring likely clients and patrons into the fold, and elevates awareness of your organization across the community.
“We sell feelings, status, and connection, not tasks or stuff.”
Seth Godin from “This is Marketing.”
In my experience working with a variety of arts, health, and human service nonprofits, there is a blind spot when it comes to the need for marketing and its related costs and processes. Historically board members and leaders viewed spending money on brand management, and marketing as a frivolous extra. Boards and leaders often have an “If we build it they will come” mentality, a phrase made famous in the movie Field of Dreams. Then they expect entry-level marketers or staff to execute non-strategic tactics in addition to their daily tasks, with no guidance or insight from a senior marketer, around the big picture organizational objective and no insight into the rapidly changing state of the marketing world.
According to the American Marketing Association, the average person pre-pandemic saw 3,000-5,000 media messages a day. Post pandemic it is estimated consumers view up to 10,000 media messages a day. Yikes! Furthermore, with the rapid growth of AI, some experts project that to go up to 30,000 or more per day in the coming years. How does a consumer process all that information? How do they find your mission in all that white noise?
Furthermore, during the pandemic when supply chains were dramatically interrupted in various industries (everything from building products to toilet paper), many CEO's, in desperation, called the marketing team into the C-Suite, to help advise and manage communications to unstick supply chains. This was a pivotal point for many industries, as they saw in real-time the immense, strategic value the communications skill set of marketers was to not only the maintenance of the organization but also the value they brought for future growth.
So as a nonprofit leader who has yet to realize the power of strategic marketing and communications in your organization, how can you begin to leverage the value of thoughtful communications for your nonprofit? It’s not too late to begin, or to refresh your processes to prepare for growth!
Here are some thoughts that I hope will get you started and empower you to embrace the possibilities of the future.
You can get started in 3 meaningful ways.
First, lose your fear of data. So many smaller nonprofits I have worked with are either ashamed of the state of their data, (“I know, I need to get to that at some point.”) or just keep adding to the existing list with no upkeep.
Second, begin to create and implement even basic surveys to get to know your patrons more and to let them know you care about their point of view. This will provide insights into how you can craft communications to optimize your patron journey for growth.
Then with this knowledge, begin walking through your current onboarding processes using the marketing funnel tool to envision how you can optimize the patron journey.
As Facebook and Google have proven, people are eager to “share” their experience with your organization, good or bad. There is no end to the tools with which people share their thoughts, and yet there are seemingly simple ways you can curate your own content to keep people informed, and educated and to optimize referrals. Hopefully, your processes create a positive buzz around your brand, and that your brand messaging is clearly defined. (This brand development and strategy is a vital part of the marketing process for every organization. It’s more than just a logo. I will share thoughts on this in a future post).
_____________________________________________________________________________
So how should an overworked nonprofit leader begin to purposefully prepare to optimize communications to grow their organization's reach?
First, take a look at the data you currently possess. Begin by dividing your patrons (the groups will be unique to your NPO) into two or more categories or personas to better understand them and their needs.
Ask yourself:
“What do the people in those groups have in common?”
“What are their differences?”
“Where do they live?”
“How did they find your organization?” etc.
Get deeper clarity on:
“Who do you serve?”
“What are their needs?”
“How do we meet their needs?”
“What does the current makeup of those folks look like? (Age, sex, zip code, city, state, ethnicity, etc.…).
If you have more service capacity to fill, you will want to know these details, so you are clear on how and where to reach similar people in need. If you offer a variety of services, (for example, homeless transitional housing, food pantry services, or WIC services), you will want to sort your data in a variety of ways for each unique service you provide and create a general story for “like types” who would potentially utilize your services.
If you run an arts organization, you would go through the same process, but you might divide it into subscribers, single ticket buyers, student tickets, volunteers, young professionals group, etc...
Next, gain specific insight into how and why they found you. I encourage you to interview current folks or employ email or exit surveys where you can learn more about their needs, what part of town they generally live in, and how they first heard of you. Can any previous communications successes that led them to you be purposefully replicated in the future? You don’t necessarily have to overthink it. This information will serve as clues to where you can find other people who need your unused services. Yes, for those with higher budgets, I would recommend employing a company that specializes in gathering scientific data or employing the research of a local university student group if that is an option where you live, however, you can learn a lot from your folks by simply asking questions you want to know the answers too. Use Survey Monkey or another similar tool and ask for guidance from trusted peers if you need it. Get started on the journey of knowing your data. If you haven’t employed the use of a Constituent Relations Management (CRM) to keep your data updated and optimized, investigate them. There are so many good tools on the market today that can make your data life easier, once consistently employed! They are worth the money!
A second big group you should (and probably do) consider in your communications are your donor groups. Development and Marketing should be holistically considering the collective “customer journey”, and actively engage to optimize each other’s efforts, then work strategically to complement and enhance communications with the groups. Depending on how many of these groups you have, for example, Major donors over $20,000, Medium donors $500-19,999, and donors $1-$499. Planned Giving etc.…
You will want to optimize what information you currently possess and consider their customer journey both in finding your organization and within your organization.
What steps do they currently go through as you move them into becoming an evangelist for your organization?
Can you help make transitions to deeper engagement easier?
What might that look like?
Remember, what works for one group may not work as effectively for a different group because of the variables in the information. I encourage you to start small, but to get started.
_____________________________________
E. St. Elmo Lewis was credited with being the first to identify the “purchase process” in 1898. It includes the curation of the prospect’s steps to sale, from awareness to interest to desire to action. While this is used in sales circles, a similar model is equally relevant for nonprofits that provide services that touch lives and hearts.
We have to “sell” or I prefer to phrase it “inform” our base and prospective base about the value we bring to the community and how our engagement makes a difference that matters to them. There is no better tool than through the use of great stories.
As illustrated in the funnel graphic, delivering well-timed and meaningful content to grow “Awareness”, will lead to a percentage of people desiring to “Discover” more about you, moving them into “Considering” how to get involved, to “Converting” them by having them give, engage, buy or volunteer, then becoming evangelists for our organization.
Then we can seek to continue the relationship through strategic communications that maintain or grow engagement. We want to be so appreciated for our timely information that they are inspired to share their love of the organization and its mission with others, ultimately becoming evangelists for our organization. These newly recruited friends begin their involvement again at the top of the funnel process, as we grow engagement and nurture interest until conversion happens and the relationship grows. This thoughtful approach executed purposefully and iteratively over time, will allow you to constantly bring new people in while edifying long-time supporters in the process.
See the visual of the big-picture funnel process.
______________________________________
This is not a one-and-done process. At each step of the way you should ask questions like:
“How could we do ‘that’ better?”
“Is this piece necessary?”
“Is this time effective based on the size of our team?”
“If not, what could we do instead?”
It is an iterative process as you assimilate new technology, and new professional processes and utilize fresh storytelling that is responsive to the events, and happenings within the life of the organization. It keeps the organization alive and moving forward from year to year. The team should always be striving to provide the best and most seamless journey for each type of patron.
Often in a larger nonprofit, say 5 million or above, the Marketing team (which might also include sales, customer service, and engagement) is responsible for the top-of-funnel processes, cultivating, onboarding, and engaging people as they become familiar with the organization. The Development team often specializes in the bottom of the funnel, curating engagements for donors, sponsors, planned giving, etc., if you are at a place in your organizational growth where you have someone dedicated to these efforts.
I have seen nonprofits do well with bottom-of-funnel activities, with the ED, CEO, or Development Director planning meetings and communications with primary donors, but they also can possess a blind spot. They might even be in a vacuum with only enthusiastic supporters all around, singing their praises (Yeah!), and not realize they have little to no brand recognition to optimize for onboarding new patrons, elsewhere in the community. While this is fantastic for the current model of the organization, it is not going to be sustainable over the long run because you are not introducing your organization to new people or facilitating the new growth that their engagement could provide.
I have also seen nonprofits in fear of doing anything more than sending a thank you note to a major donor, as opposed to reaching out and getting to know what a donor loves about their organization, thus, missing an opportunity to deepen and enrich the relationship between them. These are two very different challenges that are the result of not looking at the full communications picture objectively to facilitate the larger goal.
We should always be asking who else is “likely to engage”, because “everyone” is not the target. Not everyone will need or support your work, and we don’t want to waste time or money trying to engage those who would not likely engage! As you get started, the goal is to open any closed communications loop to new “likely to engage” patrons slowly and methodically, prioritizing building foundations under organizational communications processes that will be replicated going forward. This process once begun, will help your organization avoid stagnation.
Once you clearly understand the people you currently serve, you can begin crafting your communications to reach others with similar challenges or passions, who may not be aware of the services your organization provides. Think of it as a journey you are taking the patron on, identifying obstacles along the way, and doing your best to build a bridge for those who haven’t yet discovered your organization's benefits.
At this point in history, many nonprofits may find they don’t have any trouble attracting those in need. There are so many nonprofits filling the gap in government services, and with inflation and housing costs on the rise right now, this trend is sure to continue. Additionally, you might find that your boards and volunteer base are experiencing attrition and that you need to optimize communications to target the best potential board members, volunteers, or donors, to ensure you navigate the transition on solid ground.
For performing arts organizations post-pandemic, research shows purchasing patrons may not be returning due to changed viewing habits, health challenges, and other reasons. For each example, a clear communications plan for each target group that is coordinated between Marketing, PR, sales, customer engagement, and development (as applicable), will be your best plan to optimize engagement with your likely patrons, donors, sponsors, volunteers, etc.
I want to encourage you to be purposeful with recording your patron data, from ticket sales or services to donors, to volunteers and sponsors. Now sort and look closely at the wealth of information about your best champions, right in front of you! Don’t be afraid to run a few surveys to hear their insights. Be clear about what you want to learn and craft questions to get those answers or employ a survey expert if needed. If you’ve built a loyal following, don’t be afraid to ask them to share their insights with you! The feedback could inspire needed change and lead to thriving growth!
Most of all get started! In this age of information, there is no reason to turn your back on good data. Your current patrons are your biggest fans, and those fans likely have friends who have similar interests! How can you help those fans tell your stories?
x
"Music From Home" from June 2021, with the orchestra musicans masked and the singers 6 feet down stage. Kyle Morgan, Robin Brooks, Susan Pierce.
Sometimes you just have to get it done!
August 14, 2023
It was spring 2020, when Covid was spinning chaos for performing arts organizations across the country. Because I was in a state that didn't shut every performing arts venue down, we had possibilities to sort through. Covid was slow to get to Oklahoma, so we had a little time to research possibilities. As Director of Marketing and PR with the OKCPHIL and having grown up as a professional performer (dancer and singer), the phrase "The Show Must Go On" is part of my life's blood, and I reasoned, “at least we can give people attendance options to choose from”, rather than just shuttering everything and putting people out of work.
We worked closely with our 2400 seat venue, who installed state of the art air filtration systems, sanitizing stations and implemented a masking policy for all attendees. Many states just shut down venues, but I saw we had a unique opportunity to keep the performing arts alive, in a somewhat different form, if we carefully employed the CDC and the state’s epidemiologist’s standards. We wanted to use science to ensure the safest environment possible for those who wanted to attend. While orchestras and performing arts venues across the country were laying off staff, artists, musicians and shuttering their venues, I advocated for not shutting down but for reimagining new ways to look at old standards. Getting people back to the venue was going to prove challenging following the crisis, as they would have fallen out of the routine of attending. and if we could continue some sort of well-orchestrated engagement now, the odds of loyal patrons returning to our organization increased.
Many were frozen by the thought of redesigning standard procedures. We had a new, young leader at the helm who would need encouragement, not just from the board, but from her team.
After carefully measuring 6-foot distances between seats in the venue, I took home the venue map and created seating blocks with different colored highlighters. I reasoned if patrons drove in the same car with each other to the venue, they could sit in a group for the concert. This was the beginning of our new re-seating process, designed very thoughtfully, on a dime, to address the challenges Covid brought our organization.
We took all the prices off the map and created email and phone calling tiers so patrons could have access to seats based on the price of their tickets, replacing ticket value with prioritized access. Each tier would be notified via email and text that they had 48 hours to go online, choose from the available in person seating, select a digital stream, make a donation with their ticket value, or a refund… something we had never made an option before. This was a limited “Covid” offer we felt was important to generate good will with our base, during a difficult time for which we didn’t know the future. Ensuring people had options while on lock down and amidst the death counts that were impacting us daily, was part of the strategy. When facing the harsh reality of a worldwide pandemic, with people isolated at home, the opportunity to experience beautiful music , even if in new ways, offered some enduring hope for the community.
We were concerned about how the patrons would respond, as generally in the past they resisted any change, but in the end, everyone who wanted to attend had to pitch in, learn new processes and adapt. We were all in this together. It went remarkably smooth, though the box office team literally worked twice as hard to accommodate people, and the venue team worked extremely hard to make the vison work on the back side of the ticket system. All were patient, kind, and willing to thoughtfully go the extra mile, in this very difficult time. What a blessing to work in a collaborative environment with people of good will.
In the production and development departments, each had their own new struggles to problem solve. How do you socially distance the musicians? What are the aerosols doing around the horn section? Could “puppy pads” be used to absorb the spittle from the brass? Will we do weekly Covid Testing? How do we negotiate the unions 2-minute rule for broadcasting when we needed to broadcast the whole concert? How do we hold our friend raisers and how do we continue to make our donors feel valued, when we can’t get together? What about program books? What about educational programming? So many obstacles, yet so many new possibilities!
I had developed this selfless, small but mighty team over the years, who became my hero’s, for how they selflessly took care of our patrons, easing their concerns. The digital strategy also was highly responsive, across website, social outlets, email communications and more, working in real time to keep constituents informed of the changes, as well as providing innovative video content to keep patrons engaged, and the musicians generously created content to share as well. We wanted everyone to feel, cared for and heard in this difficult time. Our mantra was “What can I do to help”.
When phone answering went remote, due to the surge in Covid cases, leading to a remote work schedule, the team fielded hundreds of questions a day. We developed talking points, video, and PDF’s teaching our many senior citizens how to cast the stream from their phone to their TV. They became streaming specialists who patiently taught a different generation how to walk through using this technology. We were all working from home, so while I couldn’t see “the whites of their eyes”, experience with this team gave me comfort that they were taking care of our most precious and beloved customers to the highest standards.
It was a challenging time, with 1000 new decisions each day, but we successfully employed communications practices that kept people informed through the variety of tools at our disposal, and we came through the pandemic engaged with those who wanted to stay engaged, and even had the largest subscriber non-donor giving campaign in over 10 years.
It really was a high stress, high reward time, as we crafted our communications in such a way to keep patrons, stakeholders, staff, and the wider community informed during worldwide pandemic.
Sometimes you don’t have time to think, you must rely on years of expertise to “get it done”. And we did.
x
We sold out this concert to an entheusiastic crowd in OKC!
July 6, 2023
In today's marketing and communications environment, an organization can't be flippant about communicating with its constituency. "Why" you ask? "We've boosted a post on social media." Because in this crowded post Pandemic world of messaging, audiences are gathering their information about products or services from a variety of sources, both through traditional media and digital means. Your competitors, just like you, are beginning to see the value in integrating a streamlined communications plan into all aspects of the organization and, are being very thoughtful about their approach to optimizing their organization's messaging in order to help people feel connected to their brand, which can increase sales and/or donor giving. Can you afford to continue to treat communications and marketing as a "frivolous extra" in what some professionals are calling "The New Age of Communications"?
Considering the variety of "audiences" your firm deals with on any given day is a good starting point for your corporate self-reflection.
Do you sell a product or service? Do you deal with donors, provide artistic experiences or human services? How do patrons or donors learn about you and what is your engagement growth strategy? Who do you want to know about your products or services that are not currently engaged? Where do you start when trying to better understand the various public interactions your organization is engaged in, and who are the point people in your organization who deliver the good news about the problem you solve? Have you established ongoing relationships or partnerships in the local media and are you facilitating interesting story pitches? Do your vendors feel a personal connection to your firm? Is it beneficial to communicate your services to governmental officials? Is the board engaged and aware of the changing needs of your organization? Who would benefit from knowing about you?
When working with an organization to optimize their internal, external, and public communications for a growing vision or new initiative, doing the hard work of evaluating the data, executing surveys and focus groups, and talking one on one with internal team members gives us a great starting point as we walk with you to objectively identify the strengths and weaknesses in your communications processes. Getting your communications in alignment with your mission and vision allows the messaging to flow organically from the heart of your organization and builds energy within your team that bubbles over to a variety of external constituents.
Is it time for a communications check-up in your organization?
We provide C-Suite level, Outsourced - Chief Marketing Officer (OCMO) services, working with and coaching your team as we optimize the marketing, communications, and sales efforts to grow your base.
If you are at a transition point and need evaluation and/or high-level strategy to grow, but aren't able to fund a new C-Suite staff member, then working with an OCMO may be a good fit as you jump-start your communications and grow your long- term engagement in a quickly changing world of communications.
Let us know if we can help! Fill in our contact us form and we will set up a free 30-minute consultation!