Marketing and Branding

Marketing and Branding WorkshopWhat are you known for?Tools Cluster Networking MeetingOctober 29, 2003Tempe, ArizonaPremiseTo achieve sustainability…Nonprofit organizations need finely tuned knowledgeof their audience and competitors, as well as a clear market positionthat speaks to the primary value they deliver.PurposeHelp each enhance individualmarketing and branding activities.Engage all in collectiveproblem solving and idea generation. marketing planningbrand developmentsustainabilityMarketing and Branding WorkshopIntensiveInteractiveIssues focusedSetting the StageMarketingWhat is marketing?researchpublic relationspresentingcommunity relationsmember communicationsadvertisingsellingWhat is marketing?usersfunderspublicand othersproductsservicesvaluesand moreunderstandingOrganizationAudiencesresearchcommunicationWhy marketing?moreplayerscostpressuremorenoisecomplexmessagecompetitive environmentWhy marketing?moreplayerscostpressuremorenoisecomplexmessageclearcompellingdifferentiatedValueRate Your Marketing Capacity© Business Week, August 6, 2001Self Assessment2.We have clearly defined target audiences.3.We conduct ongoing market researchinto the needs, values,and perceptions of our target audiences.4.We have quantifiablemarketing objectivesfor eachtarget audience.Assign the rating that best describesyour organization’s capacity today.1.We have core messagesthat consistently describe our distinct features and benefits.lowhigh123451234512345123451234512345123455.We have defined strategies and tacticsfor achieving theseobjectives (i.e., “a documented plan”).6.We have a defined process and assigned responsibilities for managing plan implementation.7.We have marketing resources(staff, budget, products,tools, technology) that are sufficient to reach our objectives.Why marketing?Let’s think aboutyour organization as aMarketing Machine!What it is. Why it matters.Branding© Business Week, August 6, 2001We Live in Brand LandSource: Business Week,August 6, 2001© Business Week, August 6, 2001What is a brand?A unique personalityassociated with distinct benefits.A promiseto a constituency.© Business Week, August 6, 2001Product branding (corporate)All trademarks property of their respective owners.Mission branding (nonprofit)All trademarks property of their respective owners.© Business Week, August 6, 2001NP infrastructure brandingWhat is your promise?All trademarks property of their respective owners.© Business Week, August 6, 2001Building a brand position Beneficial (promise) Clear (consumable)Different (unique space)Emotive (connects)Accurate (authentic)Expressing your unique value propositionLet’s get strategic.Marketing Planning© Business Week, August 6, 2001Ancient Marketing Adage“If you don’t have a plan,just be patient. Soon you’ll be part of someone else’s.”Situation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction PlanMarketing PlanningPutting it all togetherMarketing Planning•Audiences•Objectives•Strategies•Tactics•Action Plan-Dates-Responsibilities-BudgetsMarketing PlanningSituation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction PlanWhat’s happening in our environment? Where dowe stand today?Key QuestionsBroad Market Assessment•How is our environment changing?•Who are our major competitorstoday?•For what are we known?•How well are we known? Perceived? By whom?•How do we define our market? •What is our market share?Is it increasing or declining? Why?Situation AnalysisWho competes for your audiences?Competitive AssessmentOther nonprofit organizations?For-profit organizations?Local, regional, national, international players?Who else?Situation AnalysisAssessing key attributesComparing ChoicesSituation AnalysisOur OrganizationCompeting Choice ACompeting Choice BCompeting Choice CCompeting Choice DCompeting Choice EStrongModerateNoneCAPABILITYAttribute AAttribute BAttribute CAttribute DCommunity Foundation ComparisonComparing ChoicesSituation AnalysisCommunity FoundationUnited WayFidelity/For ProfitsFamily FoundationsUniversitiesLocal Direct CausesStrongModerateNoneCAPABILITYLocalBroadPersonalAbility toCommunityPerspectiveDonorAchieveLeadershipof NeedsServiceDonor LegacyRegional Association of GrantmakersSWOT AnalysisSituation AnalysisSWWantDon’t WantOTHaveDon’t HaveStrong base of organized philanthropyStrong networks/member relationshipsMembership growthHigh quality perceptionValued as intermediaryIntellectual capital/expertiseLimited visibilityLimited relationships with “new” philanthropistsUnder-leveraged relationships with professional advisorsPursuing new audiences stretches resourcesMore market shareMore members/more diverse membersNew categories of membersPartnering with competitorsHigher revenue generation via dues, fees for service, packaged product salesState boundaries becoming irrelevantto membersSpecialized associations and for-profit competitionInadequate technology ComponentsSituation Analysis3SWOT Analysis2Competitive Assessment1Broad Market AssessmentMarketing PlanningSituation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction PlanWhere do our usersand funders come from? Who represents thegreatest opportunity?Who do you care about?AudiencesCurrent usersProspective usersPolicymakersFundersProspective fundersProgram partnersGeneral publicOthers?Who are our primary audiences?Regional Association of GrantmakersResearch: Member Perceptions•Get “excellent” or “good” value•Endorse our mission•Believe our six purposes are important•Find we effectively carry out these purposes•Rate our service quality as “excellent” or “good”AudiencesKey survey findings: over 85% of our members…Regional Association of GrantmakersResearch: Member Desires•Input into decision making re: intermediary role•Balanced numbers: family/community foundations •Awareness of impact of growth on quality•More networking opportunities•Improved communications•Promoting principles/best practicesAudiencesPlus, our members desire…Marketing PlanningSituation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction PlanWhat will motivate our audiences to act? Howare we different from their other choices?Creating a Messaging PlatformOur positioning statement is…We describeourselves as…We are known forthree distinct features…Here are five “fast facts…”The two storieswe tell are…Our missionis…We play these key roles…Marketing PlanningSituation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction Plan•Established by audience•Clear, concise, realistic•Measurable© Business Week, August 6, 2001Sample ObjectivesClear, realistic, measurable1Retain95% of current members via renewals this year.Generate$75,000 in revenues from non-members in 2003.Increasethe number of members in the Acme metropolitan area by 50% within nine months.Recruit25 “young foundation” members by September 2003.234Marketing PlanningSituation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction PlanThe key programs and methods that will help us achieve our objectives.Sample StrategiesRecruit 25 “young foundation” members by September 2003.Objective:1Network through existing members to identify 100 prospects2Host 5 roundtable discussions for young foundations3Create “young foundations” newsletter, publish 2x yearStrategies:Marketing PlanningSituation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction PlanSpecific tools, events,and activities.Sample Tactics1Announce campaign via email to membersNetwork through existing members to identify 100 prospectsStrategy:2Recruit 20 members to be networkers3Provide introductory materials to networkers4Identify prospect list through networkersRecruit 25 “young foundation” members by September 2003.Objective:5Send introductory packets to prospects via networkersTactics:Putting it all togetherMarketing PlanningSituation Analysis•Audiences•Objectives•Strategies•Tactics•Action Plan–Dates–Responsibilities–BudgetsSituation AnalysisAudiencesKey MessagesObjectivesStrategiesTacticsAction PlanMarketing PlanningTaking care of businessBrand ManagementDoes your organization have an effective identity?© Business Week, August 6, 2001Brand ManagementAccuracy and clarity of its nameClarity, meaning, and appeal of its identity symbol (big andsmall)Clarity and beneficial differentiation of its positioning statement or “tagline”Does your organization have an effective identity?© Business Week, August 6, 2001Brand ManagementIs this identity consistentlyand appropriatelyapplied to all communications?Do all communications reinforce and build uponcore messages?Is the visual appearance of all communications integrated?Do all communications reflect an appealing, professional quality and help build a qualitybrand image?researchLow-Cost, High-Yield MarketingunderstandingOrganizationAudiencesresearchcommunicationAsk two questions:1. How did you learn about us? 2. What caused you to (begin a relationship) with us?communicationLow-Cost, High-Yield MarketingunderstandingOrganizationAudiencesresearchcommunicationBuild your “communication culture”…Communication CultureFive indicators:“I know where we are going.”“I hear it here first.”“I am a ______ storyteller.”“I identify organizational opportunities for strategic communication.”“I approach every interaction as a strategiccommunication opportunity.”Rate Your Marketing Capacity© Business Week, August 6, 2001Self Assessment2.We have clearly defined target audiences.3.We conduct ongoing market researchinto the needs, values,and perceptions of our target audiences.4.We have quantifiablemarketing objectivesfor eachtarget audience.Assign the rating that best describesyour organization’s capacity today.1.We have core messagesthat consistently describe our distinct features and benefits.lowhigh123451234512345123451234512345123455.We have defined strategies and tacticsfor achieving theseobjectives (i.e., “a documented plan”).6.We have a defined process and assigned responsibilities for managing plan implementation.7.We have marketing resources(staff, budget, products,tools, technology) that are sufficient to reach our objectives.Aim HighLet’s think about your organization as aMarketing Machine!Marketing and Branding WorkshopLet there be light!Tools Cluster Networking MeetingOctober 29, 2003Tempe, Arizona