One Organization, Many Channels
Oh, what fun we’ll have!
• Sarah Durham, Big Duck
What is Brandraising, anyway?
• Michelle Joyner, National Military Family Association
One org’s experience Brandraising: why they did it, what they got out of it, and more.
• Kam Santos, Cross Cultural Solutions
What if your org requires a different approach? Lessons learned.
• Margaret Battistelli, Fundraising Success Magazine
Moderator for discussion/q and a
• Tweets @bigducksarah
• Blogs at bigducknyc.com/blog
• Nonprofit communications nerd
• Mom of identical twins!
• Crazy about Brooklyn
• Likes to make up words
Auburn Theological Seminary- Vision
In a fragmented, complex, and violent time, we envision religion as
a catalyst and resource for a new world—one in which difference is
celebrated, abundance is shared, and people are hopeful, working
for a future that is better than today.
Auburn Theological Seminary- Mission
We equip bold and resilient leaders who can bridge religious
divides, build community, pursue justice, and heal the world.
Rooted in Christian tradition with multifaith commitments, we
seek the best strategies to respond to today’s biggest
Auburn Theological Seminary- Key Messages
Our World: Where religion is seen as a problem. Until the past few
decades, political, religious, and public leaders in the United States took it for
granted that their Protestant values were shared by most Americans. They
rarely needed special tools and resources to lead and express their views
Our Solution: The Auburn Leader. We equip bold and resilient leaders
who can bridge religious divides, build community, pursue justice, and heal
Your Role. You can help us bridge religious divides, build community,
pursue justice, and heal the world.
Our History. We have nearly 200 years of experience preparing religious
leaders for the real world, from our founding in 1818 in upstate New York to
a global presence today.
The Value of Brandraising
• Less time spent creating- more time spent reinforcing
• Donors, clients, and other audiences more likely to “get
• Clear basis to develop materials, strategies and
• Established way to communicate messages your
organization wants to communicate
Can’t get enough?
• The Duck Call blog: bigducknyc.com/blog
• The Duck Pond (monthly email): gimme your card
• Email me: email@example.com
Maintaining Our Brand
National Military Family Association
The Need to Rebrand
• Large growth in the number of nonproﬁts serving military
families and service members
• Compe11on for ﬁnancial support from corpora1ons,
• Military families who beneﬁt from our eﬀorts are unaware of
New Scope of Work
• Confusion when deﬁning the mission
• Resilient • With gravitas / serious
• Patrio1c • Hardworking
• Honest • Holis1c
• Responsive • A ﬁghter and defender
• With Integrity • Comprehensive
• Diligent • Grassroots
• Trustworthy • Empowering
What We Do
To ﬁght for beneﬁts and programs that
strengthen and protect uniformed services
families and reﬂect the Na1on’s respect for
Who We Serve
Military families’ media habits (2008)
• 75% rely on the Internet and 53% on email for
news and informa1on.
• Nearly 9 in 10 report using email ‘every day’ or
• 6 in 10 surf the Web ‘every day’ or ‘most days’
• 47% u1lize text messaging on their cell phones
CCS Vision & Mission
• Our Vision is of a world where people value cultures
diﬀerent from their own, are aware of global issues, and are
empowered to eﬀect posi1ve change.
• Our Mission is to operate volunteer programs around the
world in partnership with sustainable community ini1a1ves,
bringing people together to work side‐by‐side while sharing
perspec1ves and fostering cultural understanding. We are an
interna1onal not‐for‐proﬁt organiza1on with no poli1cal or
• Shared Humanity
When people of diﬀerent cultures have an opportunity to
connect, there comes an understanding of our shared
We accept, appreciate and respect that people know and
understand what is appropriate for their own communi1es.
We commit to ensuring the safety, ﬂexibility, professionalism,
transparency and excellence of our programs.
1. The “New”
• Program‐speciﬁc posi1oning statements &
• Segmented target audiences for marke1ng
• Logo suite for diﬀerent programs
• Program‐speciﬁc websites more similar to one
another than integrated with main
2. Internal training &
rollout of sub‐brands
• Internal COM Plan & Training not fully
developed; lack of organiza1onal
understanding of “unique” brand promise
• Opera1onal depts didn’t have 1me to adapt to
vision, including logo use
• Program‐speciﬁc rollout not cost‐eﬃcient nor
sustainable in opera1ons/marke1ng
• Ul1mately, we found ourselves scaling back
CCS LOGOS …THEN & NOW
Now … from Brand Guide
3. Strategizing Localized CommunicaRons–
• Brand raising in UK required very diﬀerent
tac1cs. Percep1on of volunteering abroad
highly evolved, communica1ons suite needed
more than reﬁnement.
• UK volunteers tended to be within our
secondary target audience
• Templates & outreach campaigns required
Bri1sh spelling & phrasing, and diﬀerent
considera1ons to implement eﬀec1vely.
US vs. UK words (markeRng copy)
• Color ‐ colour • Favorite ‐ favourite
• ...ize ‐ ...ise • Traveler ‐ traveller
• ...nor ‐ ...nour • Traveling ‐ travelling
• Program ‐ programme • Traveled ‐ travelled
• Enroll ‐ enrol • Theater ‐ theatre
• Center ‐ centre • Prac1ce (verb and
• Special1es ‐ speciali1es noun) ‐ prac1ce (noun),
4. RevisiRng CommunicaRons Suite for
New Website Launch (Overhaul)
• Simpliﬁed brand messaging.
(e.g., Nixed program‐speciﬁc logo suite , expanded main logo
suite and guidelines, integrated various program‐speciﬁc
• Focused on organiza1onal brand basics (e.g.,
photography standards, key messages, eﬀec1vely
communica1ng our core program design)
• Streamlined naviga1on to address cri1cal
ques1ons of volunteers
• Integrated learning from SEO & SEM,
iden1fying cri1cal landing pages
5. Formalizing an integrated social media
6. IdenRfying and Understanding CCS
• 25,000 alumni in 100 countries
• Ins1tu1onal partners (i.e., Salesforce.com, universi1es)
• Organiza1onal Donors
• Enrolled volunteers & Extended network
(parents, friends, other family, sponsors)
• In‐country staﬀ in 12 countries
• HQ staﬀ, including former staﬀ & interns
7. IdenRfying OpportuniRes to Engage
• How can diﬀerent advocates engage the
brand? What concerns/policies/protocols
• What is theLCD ask? What are others? How do
we recognize (and reward?) those advocates
• What will keep these groups engaged?
• What might churn look like within each
8. Not Taking our Brand for Granted
• Monitoring brand via brand advocates &
• Monitoring ﬁeld, media alen1on.
• Monitoring churn. Un1l 2010, ~10% of our
volunteer base annually were repeat
• Monitor how our target market(s) uniquely
communicate and respond to our messaging.
5 Key Points of Advice
1. Invest in Technology
2. Invest in Communica1ons professionals.
3. Invest in Internal Communica1ons.
4. Keep Focus on Being “In‐Brand” vs. In‐
5. Remember who your brand advocates are,
and their careabouts.
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