What are you known for?
Marketing and Branding Workshop
Tools Cluster Networking Meeting
October 29, 2003 Tempe, Arizona
Premise
To achieve sustainability… Nonprofit organizations need finely tuned knowledge of their audience and competitors, as well as a clear market position that speaks to the primary value they deliver.
Purpose
Help each enhance individual marketing and branding activities.
marketing planning sustainability brand development
Engage all in collective problem solving and idea generation.
Marketing and Branding Workshop
Interactive
Intensive
Issues focused
Marketing
Setting the Stage
What is marketing?
research public relations
presenting community relations member communications advertising selling
What is marketing?
communication
Organization
understanding
Audiences
products services values
research
users funders public
and more
and others
Why marketing?
more players
complex message
competitive environment
more noise
cost pressure
Why marketing?
more players
Value clear compelling differentiated
complex message
more noise
cost pressure
© Business Week, August 6, 2001
Self Assessment
Rate Your Marketing Capacity
Assign the rating that best describes your organization’s capacity today.
low
1 2 3 4
high
5
1. We have core messages that consistently describe our distinct features and benefits. 2. We have clearly defined target audiences. 3. We conduct ongoing market research into the needs, values, and perceptions of our target audiences. 4. We have quantifiable marketing objectives for each target audience. 5. We have defined strategies and tactics for achieving these objectives (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.
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Why marketing?
Let’s think about your organization as a
Marketing Machine!
Branding
What it is. Why it matters.
© Business Week, August 6, 2001
We Live in Brand Land
Source: Business Week, August 6, 2001
© Business Week, August 6, 2001
What is a brand?
A unique personality associated with distinct benefits. A promise to a constituency.
© Business Week, August 6, 2001
Product branding (corporate)
All trademarks property of their respective owners.
Mission branding (nonprofit)
All trademarks property of their respective owners.
© Business Week, August 6, 2001
NP infrastructure branding
What is your promise?
All trademarks property of their respective owners.
© Business Week, August 6, 2001
Building a brand position
Expressing your unique value proposition
Accurate (authentic) Beneficial (promise) Clear (consumable) Different (unique space) Emotive (connects)
Marketing Planning
Let’s get strategic.
© Business Week, August 6, 2001
Ancient Marketing Adage
“If you don’t have a plan, just be patient. Soon you’ll be part of someone else’s.”
Marketing Planning
Situation Analysis Audiences Key Messages Objectives
Strategies
Tactics
Action Plan
Marketing Planning
Putting it all together
• • • • •
Audiences Objectives Strategies Tactics Action Plan
- Dates - Responsibilities - Budgets
Marketing Planning
What’s happening in our environment? Where do we stand today?
Situation Analysis Audiences Key Messages Objectives
Strategies
Tactics
Action Plan
Situation Analysis
Broad Market Assessment
Key Questions
• • •
How is our environment changing? Who are our major competitors today? 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 Analysis
Competitive Assessment
Who competes for your audiences?
Other nonprofit organizations? For-profit organizations? Local, regional, national, international
players?
Who else?
Situation Analysis
Comparing Choices
Assessing key attributes
Attribute A Attribute B Attribute C Attribute D
Our Organization
Competing Choice A Competing Choice B Competing Choice C Competing Choice D Competing Choice E
CAPABILITY Strong Moderate None
Situation Analysis
Comparing Choices
Community Foundation Comparison
Local Community Leadership Broad Perspective of Needs Personal Donor Service Ability to Achieve Donor Legacy
Community Foundation
United Way Fidelity/For Profits Family Foundations Universities Local Direct Causes
CAPABILITY Strong Moderate None
Situation Analysis
SWOT Analysis
Regional Association of Grantmakers
Want Have
Strong base of organized philanthropy Strong networks/member relationships Membership growth
Don’t Want
Limited visibility Limited relationships with “new” philanthropists Under-leveraged relationships with professional advisors Pursuing new audiences stretches resources
High quality perception Valued as intermediary
Intellectual capital/expertise
Don’t Have
More market share
More members/more diverse members New categories of members
Partnering with competitors
Higher revenue generation via dues, fees for service, packaged product sales
S W O T
Inadequate technology
State boundaries becoming irrelevant to members Specialized associations and for-profit competition
Situation Analysis
Components
1 2 3
Broad Market Assessment Competitive Assessment SWOT Analysis
Marketing Planning
Situation Analysis Audiences Key Messages Objectives
Where do our users and funders come from? Who represents the greatest opportunity?
Strategies
Tactics
Action Plan
Audiences
Who do you care about?
Current users Prospective users Policymakers Funders
Prospective funders Program partners General public Others?
Who are our primary audiences?
Audiences
Research: Member Perceptions
Regional Association of Grantmakers
Key survey findings: over 85% of our members…
• • • • •
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”
Audiences
Research: Member Desires
Regional Association of Grantmakers
Plus, our members desire…
• • • •
•
•
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 practices
Marketing Planning
Situation Analysis Audiences Key Messages Objectives
What will motivate our audiences to act? How are we different from their other choices?
Strategies
Tactics
Action Plan
Creating a Messaging Platform
Our mission is…
We describe ourselves as… We are known for three distinct features… We play these key roles… Here are five “fast facts…” The two stories we tell are… Our positioning statement is…
Marketing Planning
• Established by audience • Clear, concise, realistic • Measurable
Situation Analysis Audiences Key Messages Objectives
Strategies
Tactics
Action Plan
© Business Week, August 6, 2001
Sample Objectives
Clear, realistic, measurable
Recruit 25 “young foundation” members by September 2003.
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Retain 95% of current members via renewals this year.
Increase the number of members in the Acme metropolitan area by 50% within nine months. Generate $75,000 in revenues from non-members in 2003.
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Marketing Planning
Situation Analysis Audiences Key Messages Objectives
The key programs and methods that will help us achieve our objectives.
Strategies
Tactics
Action Plan
Sample Strategies
Objective:
Recruit 25 “young foundation” members by September 2003.
Strategies: 1 2 3
Network through existing members to identify 100 prospects Host 5 roundtable discussions for young foundations Create “young foundations” newsletter, publish 2x year
Marketing Planning
Situation Analysis Audiences Key Messages Objectives
Specific tools, events, and activities.
Strategies
Tactics
Action Plan
Sample Tactics
Objective:
Recruit 25 “young foundation” members by September 2003.
Strategy: Network through existing members to identify 100 prospects Tactics:
1 2 3 4 5
Announce campaign via email to members Recruit 20 members to be networkers Provide introductory materials to networkers
Identify prospect list through networkers
Send introductory packets to prospects via networkers
Situation Analysis
Marketing Planning
Putting it all together
• • • • •
Audiences Objectives Strategies Tactics Action Plan
– Dates – Responsibilities – Budgets
Marketing Planning
Situation Analysis Audiences Key Messages Objectives
Strategies
Tactics
Action Plan
Brand Management
Taking care of business
© Business Week, August 6, 2001
Brand Management
Does your organization have an effective identity?
Accuracy and clarity of its name Clarity, meaning, and appeal of its identity symbol (big and small) Clarity and beneficial differentiation of its positioning statement or “tagline”
© Business Week, August 6, 2001
Brand Management
Does your organization have an effective identity?
Is this identity consistently and appropriately applied to all communications? Do all communications reinforce and build upon core messages? Is the visual appearance of all communications integrated? Do all communications reflect an appealing, professional quality and help build a quality brand image?
Low-Cost, High-Yield Marketing
communication
Organization
understanding
Audiences
research
Ask two questions:
1. How did you learn about us? 2. What caused you to (begin a relationship) with us?
Low-Cost, High-Yield Marketing
communication
Organization
understanding
Audiences
research
Build your “communication culture”…
Communication Culture
Five indicators:
“I am a ______ storyteller.” “I approach every interaction as a strategic communication opportunity.” “I identify organizational opportunities for strategic communication.” “I hear it here first.” “I know where we are going.”
© Business Week, August 6, 2001
Self Assessment
Rate Your Marketing Capacity
Assign the rating that best describes your organization’s capacity today.
low
1 2 3 4
high
5
1. We have core messages that consistently describe our distinct features and benefits. 2. We have clearly defined target audiences. 3. We conduct ongoing market research into the needs, values, and perceptions of our target audiences. 4. We have quantifiable marketing objectives for each target audience. 5. We have defined strategies and tactics for achieving these objectives (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.
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Aim High
Let’s think about your organization as a
Marketing Machine!
Let there be light!
Marketing and Branding Workshop
Tools Cluster Networking Meeting
October 29, 2003 Tempe, Arizona