Marketing and Branding

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. 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 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. 1 2 3 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. 4 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. 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 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