Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Effective Marketing Communications On A Shoestring

Most nonprofit organizations have extremely limited marketing communication budgets, but that doesn’t mean they can’t create and execute effective marketing plans. This webinar is designed to help both leadership and marketing/communications staff think about:

- Who is the target audience (or, as is more likely, audiences)?
- What are your goals— to build awareness? generate leads? Strengthen relationships?
- What are the most effective (and cost effective) ways to reach those audience segments?
- How will you know what’s working?

Attendees will complete the session armed with at least a couple of tools they can implement immediately to improve the effectiveness of their marketing communications programs.

  • Login to see the comments

Effective Marketing Communications On A Shoestring

  1. 1. Effective Marketing Communication on a Shoestring Michele Levy July 21, 2010 Use Twitter Hashtag #npweb Special Thanks To Our Sponsors
  2. 2. Helping ordinary people raise extraordinary amounts for nonprofits is all we do, and we love it. A Proud Sponsor of
  3. 3. Today’s Speaker Michele Levy brand strategy consultant Hosting: Sam Frank, Synthesis Partnership Assisting with questions: Chris Dumas, FirstGiving
  4. 4. Welcome! Webinar goals •  To share some ideas and approaches that have worked for other nonprofit (and startup) organizations •  To equip and inspire you to tackle your marketing challenges in a manageable, sustainable way •  For participants to walk away with at least one concept or tool they can implement within their organizations
  5. 5. A shifting role The old way: The new way: Director of Director of Marketing Communications, Communications, focused on focused on building publications and the brand across all public relations touchpoints, utilizing a broad, integrated mix of tools, tactics and channels
  6. 6. The agenda •  Who is the target audience (or, as is more likely, audiences)? •  What are your goals (build awareness? generate leads? strengthen relationships?) •  What are some effective (and cost effective) ways to reach those audience segments? •  How will you know what’s working?
  7. 7. A caveat Assuming that you have already built a strong foundation…that you have clear, consistent messaging to apply across the communications tools we’ll be discussing.
  8. 8. Who’s your target audience?
  9. 9. Make a mental picture •  Start by making a list of all the types of people who are important to you (for instance, funders, partners, served population). •  Include both those you communicate with/interact with now, as well as those you’d like to.
  10. 10. Make some hard choices The list was the easy part…then you must prioritize it! Ultimately, all of your marketing decisionmakers (including your board) must agree on your audiences, and how you have prioritized them.
  11. 11. And one other question Where are they?
  12. 12. How do you get smart on your audience? •  Ask and observe –  Phone interviews/focus groups with a combination of long-term and newer members, volunteers, clients, etc. –  Online surveys with members, clients (survey monkey, etc) –  Conversations with partners, the press, other external stakeholders –  “Watch” their behavior across your touchpoints (in person, online, written communications) –  Keep it up! •  And remember… –  They can’t ALL be your most important audiences. –  A relevant brand is NOT the same as trying to be all things to all people (and “following the funding” is one of the surest ways to muddle your brand) –  In the words of Dorothy…
  13. 13. Let’s get detailed… Audience Description Audience key concerns Desired perceptions/behaviors Our messages to them •  Highly driven, well- •  Developing their •  To understand the role • ALL rounded individuals ability to think more and value of DMCC • We are a valuable resource. •  The ideal student broadly within the context of the • We offer the unique opportunity to Students see real works of art in your own “customer” is a •  Having an impact on College backyard. visitor, and is not their community •  To see DMCC as a • We can help bring new necessarily an art •  Developing “real valued resource across perspectives to your studies, and major…but they are world” experiences a variety of dimensions to your hectic life. willing to explore •  Getting it all done (and to utilize it • We are accessible across a variety new things and new •  Occasionally taking a regularly) of channels (don’t be ways of thinking break from getting it •  To act as ambassadors intimidated!) all done! for DMCC within their • We are “safe haven”, extremely own spheres of supportive of experimentation. influence • We support experimentation and risk-taking. • FACULTY AND LEADERSHIP Faculty and •  Passionate, •  Finding opportunities •  To understand the role • Our collections, programs and staff staff dedicated to expose their and value of DMCC can help enrich the academic individuals engaged students to real works within the context of experience, and help create in the broader of art and new ways of the College better students. college community thinking •  To have greater • We share your high intellectual •  Not limited to the art •  Keeping their teaching investment in DMCC standards and can be a valuable department relevant/fresh and what it offers partner in helping to differentiate •  Occasionally taking a •  To see DMCC as a the Wellesley College break themselves valued resource and experience. collaborator
  14. 14. What are your goals?
  15. 15. It starts with your strategic plan •  As an organization, what do you hope to accomplish over the next 12 – 18 months? •  What about over the next 5 years?
  16. 16. For example… •  From the strategic plan: Over the long term, we wish to redefine ourselves as an institution of national scope and relevance •  Two key strategic goals directly relate to branding and marketing: –  Strengthen our leadership position in the historic, genealogical and cultural sector –  Increase the influence and loyalty of our target audiences and to expand the number of members, users and donors
  17. 17. Sample brand/marketing goals •  Build awareness, familiarity and support within key target audience segments •  Expand reach and communications impact across new geographies and new target audience segments •  Support strategic plan in general, admissions and fundraising goals specifically It’s critical that you have agreement on your brand/marketing goals
  18. 18. Typically, three (integrated) strategy buckets •  Build awareness and familiarity (who are you and why do you matter) •  Generate leads (I might want to engage with you) •  Strengthen relationships (I really want to engage with you)
  19. 19. Building an integrated plan •  Brand blueprint (elevator pitch, message matrix, proof points, brand attributes, etc.) •  Target audience (who your audience segments are, their needs and expectations) •  Competitive landscape (a brief overview of alternative options available to your served populations and supporters) •  Communications goals (what you want your activities to accomplish) •  Communications strategies (the high level ways you plan to accomplish your goals) •  Communications tactics (specific activities you will engage in, with timing) •  Measurement and evaluation (how you plan to track results) •  Budget •  Editorial calendar •  Communications calendar
  20. 20. Case study Davis Museum and Cultural Center (Wellesley College) •  First…who are we marketing to? •  Second…how do we leverage our re-opening? •  Third…how do we prioritize our marketing resources?
  21. 21. DMCC: Communications strategies Leverage the opening Continue to build the (and related activities) relationship with those PHASE I to re-engage with who re-engage as a current stakeholders result of opening activities Leverage exhibits and Continue to build the PHASE II re-installation to begin relationships… to engage with new: New stakeholders from current audiences, as well as new audiences June - September October - December Spring semester Ongoing Brand awareness activities (buzz)
  22. 22. DMCC: Marketing communications tactics Leverage opening celebration (and related Continue to build the relationship with those activities) to re-engage with current who re-engage as a result of opening activities PHASE I stakeholders Print collateral eNewsletter (3x/year, all) NOTE: throughout, make TACTICS Invitations to opening with targeted phone follow up eBlasts (as relevant, all) Guide to the Reinstallation Events every effort to track results in Flyers/posters Museum printed piece (replaces order to have a better Friends of Art brochure Calendar of Events, ready to mail understanding of what’s E-collateral October) Evite working, and what’s not (and e-flyers to adjust tactics as Signage (decisions to be made) necessary). Each tactic will Kiosk Banner/windows support a different tracking Sandwich boards mechanism: Plasma Screen •  Track press success with Media Paid media (see page 18) press clips Press Releases •  Track print advertising and Calendar Listings arts calendar via data E-communications Newsletters, as appropriate collection with on-site events Other form. Personal attendance at meetings •  Track events listing via click Letter writing campaign to targeted groups First – Year Orientation Aug 27 through to web site (make June - September October - December sure event is listed on site!) Ongoing Brand awareness activities (buzz)
  23. 23. It can be as simple as a single spreadsheet
  24. 24. Let’s get more specific
  25. 25. Awareness building tactics •  Advertising •  Public relations •  Networking •  Search engine optimization (SEO) •  Social media
  26. 26. Advertising •  You are least likely to utilize this tactic –  It’s expensive –  It can generate a lot of “waste” •  Unless you can do it with some significant impact, and/or in a highly targeted way, your marketing resources are better spent someplace else –  “Three times is the charm” –  Keep it simple –  White space is good, too much copy is bad –  Make it professional –  Aim for the bullseye
  27. 27. Public relations •  Includes media relations, events, speaking engagements, publication •  Similar to networking in that it’s very much about building relationships AND having something worthwhile to share •  Think about how you can “package” information as news, education, etc. •  Treat the media and other public relations contacts as one of your audience segments…know who they are, what they want, what they tend to write about, etc. •  Make it easy for people to use your information (and use you, in the case of speaking engagements!)
  28. 28. Public relations •  Important to differentiate between calendar listings and feature articles •  And NEVER just mass mail releases •  Photos/images help •  Keep it electronic
  29. 29. Most important… M3 = Merchandise your media mentions!
  30. 30. A good press release… •  Is short (one page) •  Has a short, compelling headline •  Starts with the most important info (editors cut from the bottom) •  1st paragraph = the most important information •  2nd paragraph = more details, sometimes a quote •  3rd paragraph = “About us”
  31. 31. Good old-fashioned networking •  Want to raise awareness? –  Get out there. –  Get your board out there. –  And make sure you’re communicating consistently. •  What is your current networking strategy? A great resource for networking tips: TABLE TALK by Diane Danielson (founder of Downtown Women’s Club)
  32. 32. Try this with your own team •  Who are the top 5 people you should know? •  What are the top 5 organizations you should be involved in? •  How can you get to know those people? •  How can you get involved with those organizations? •  Then go do it (and be accountable to each other)
  33. 33. Put it in writing
  34. 34. To tweet or not to tweet… •  Ahhhh….social media. •  Everyone wants to do it. Your board is chomping at the bit. It’s the silver bullet, right?
  35. 35. Well… •  Let’s go back to your audiences •  Are they using social media? Are they likely to start using social media? •  If they are using social media, how? –  Twitter…140 characters, gather followers, follow others –  Facebook…more robust, images, fans –  Linked In…business focused, good networking tool –  Blogging…sharing your expertise –  What else?
  36. 36. Remember… •  To get the most out of any social media channels, you have to really commit to those channels •  It takes time…so make sure it’s actually going to help you achieve your goals! •  And make sure your audiences are actually there.
  37. 37. Lead generation tactics •  Direct mail •  Email (lead gen and relationship management)
  38. 38. Direct mail •  Three key success factors –  The offer –  The list –  The creative •  Your list or a purchased list •  What are you offering? What’s your call to action? •  Make it “disruptive” –  Colored envelope –  Oversized postcard –  What else?
  39. 39. Email •  Constant Contact is your friend •  Maintain a good “cadence”…don’t over or under communicate •  Keep your list clean •  Keep it short, relevant and consistent with the personality of your organization •  Maintain an editorial calendar and jot down ideas as they come to you •  Establish a standard structure with sections that are consistent each time (for instance: “meet the staff”; “client profile”; “general info”) •  Make it opt in/opt out
  40. 40. Additional relationship management tactics •  Advisory boards (at all levels) •  Events •  Loyalty and other “member” programs •  More networking •  You’d be amazed how far a little simple human contact will get you.
  41. 41. The basic marketing tool kit •  Web site •  Business cards •  Note cards •  Leave behind brochure (#10 brochure) •  Limited stationery + electronic templates •  Constant Contact template •  Postcards •  Posters
  42. 42. About your web site •  Keep it current with an editorial calendar •  Make sure it’s professional •  Know the norms and best practices for your peer group •  Layers of information (not all on the home page) •  Know who’s going there, and what they want •  Invest the time/money to establish a basic SEO program
  43. 43. Sample: Editorial calendar
  44. 44. How do you know it’s working?
  45. 45. Integrate here, as well… •  Establish clear, agreed-upon success metrics up front (tangible and intangible) •  Tie the metrics to strategic goals •  Think broadly and creatively –  Visitor traffic –  Brand tracking studies –  Referral volume –  Inbound inquiries –  Hits to Web site –  Email open rates –  Etc. •  Set reasonable timeframes, based on communications volume and timing
  46. 46. In conclusion •  There are no silver bullets •  It really does help to write it down •  Choose a couple of things, do them well, measure and continue, adapt and/or add •  Roll up your sleeves •  Use your whole team •  Think “simple, professional and effective.”
  47. 47. Find the listings for our current season of webinars and register at Chris Dumas 707-812-1234 Special Thanks To Our Sponsors