Transcript Microsoft PowerPoint Format (Original)

the nonprofit’s agency
MARKETING + PR ON A SHOESTRING
Keeping Communications Front + Center
(Even During Tough Economic Times)
Presented by Hannah Brazee Gregory
Produced by The Society for Nonprofit Organizations
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Presenter: Hannah Brazee Gregory
Founder, Shoestring Creative Group
Email: [email protected]
Website: www.shoestringgroup.com
Hannah Brazee Gregory is a national leader in her field and has dedicated her
career to developing best practices in marketing communications for nonprofit
organizations and government agencies operating on limited budgets. Hannah
founded Shoestring Creative Group in 1999, based on her belief that nonprofits
should have affordable services and should never rely on leftovers from ad
agencies or struggle for attention at the bottom of client rosters.
We are going to explore ways to:
 Get others on board.
 Get your organization’s story straight.
 Get to work right away.
WHAT ARE WE GOING TO COVER TODAY?
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
Increased organizational capacity through effective
communications planning + implementation.
WHAT WILL WE ACHIEVE?
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SO, WHAT’S THE DEAL?
Is marketing on the
chopping block
due to tough
financial times?
(Wasn’t always on the
chopping block?)
At the surface, that
makes sense. But,
let’s dig in.
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SO, WHAT’S THE DEAL?
Top reasons nonprofits give
for not making marketing
a priority:




Lack of resources
Lack of time
Lack of money
Marketing is not as important
as working on the mission
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SO, WHAT’S THE DEAL?
The reality is, effective
communications planning
can help with these
obstacles.
You get it.
But you need others on board.
You can’t do it alone.
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MARKETING CAN IMPACT CAPACITY? REALLY?

First, let’s review the definition:
The principal objective of capacity building is to
improve the quality of decision-making, program
efficiency, and managerial performance in the
planning and implementation of the organization’s
mission. When this objective is successfully
accomplished, the result is more effective
organizations, services and programs.
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MARKETING CAN IMPACT CAPACITY?

Has the light
bulb gone off?
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MARKETING CAN IMPACT CAPACITY?

How ‘bout
now?
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MARKETING CAN IMPACT CAPACITY? REALLY?

Now, back to the first part of the definition:
To improve the quality of:
> decision-making
> program efficiency
> managerial performance
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MARKETING CAN IMPACT CAPACITY? REALLY?

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Effective communications
planning + implementation
can increase the efficiency of your
organization, from the person
who answers the phone to the
executive director.
BOTTOM LINE: It can make your
job easier (and helps your
organization reach its mission).
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MARKETING CAN IMPACT CAPACITY? REALLY?

Simple example:
Your receptionist spends a
lot of time clarifying
inconsistent information
to people who call your
nonprofit.
Your volunteers report
something similar.
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MARKETING CAN IMPACT CAPACITY? REALLY?

More complex example:
It seems like you start from
scratch every time you go
to write a grant proposal or
a board member asks for
information to send on to a
potential donor.
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MARKETING CAN IMPACT CAPACITY? REALLY?

More complex example:
Your fundraising
department (or person) has
to explain what your
organization is to people
who have not heard of it.
(Fundraising is more
important than marketing,
right?)
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MARKETING CAN IMPACT CAPACITY? REALLY?

What’s the point?
Fundraising is more
important than marketing,
right? NO.
Fundraising without first
focusing on effective
communications is like a
building without a staircase.
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MARKETING CAN IMPACT CAPACITY? REALLY?
Most common mistakes?
Creating a marketing plan
or strategy but not having
everyone on board. (You
built the staircase, but the
gate is locked.)
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MARKETING CAN IMPACT CAPACITY? REALLY?
Effective, well-planned
communications makes it
EASIER to sustain and grow
your nonprofit, and reach
its mission.
Without the stairs, you cannot
climb to the top. Make sure you
don’t climb alone.
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MARKETING CAN IMPACT CAPACITY? REALLY?
And remember your
fundraising person?
She could use a staircase.

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OKAY, OKAY, YOU GET IT. . .
How can
you build
the
staircase?
NOW WHAT?
You need
a team
on
board.
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YOU CAN’T BE EFFECTIVE ON A DESERTED ISLAND
Okay, okay.
I’ll let you run a
marketing
meeting to get
people on
board.
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How can you ensure marketing is not forgotten
even if staff positions or budgets are cut?
BY MAKING MARKETING AN INTEGRAL
PART OF THE ORGANIZATION
AND ITS STRATEGIC PLAN
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WHAT DOES THIS MEAN?
Marketing is
connected to
everything when it
is truly an integral
part of a nonprofit
organization.
MAKING IT
INTEGRAL ENSURES
ITS SURVIAL
strategic
planning
staff
training
marketing
capacity
building
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fundraising
WHAT’S YOUR “MARKETING MINDSET”?
WHAT you
communicate
Is it time for you
to help shift
your
organization’s
marketing
mindset?
HOW you
communicate
IMPORTANCE of
marketing
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WHAT’S YOUR “MARKETING MINDSET”?
WRONG: Marketing is seen as
last (or near last) on the list of
priorities.
RIGHT: Marketing is a vital
component to increase capacity
and further the organization’s
mission. Marketing is present in
strategic planning, staff training,
etc.
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The IMPORTANCE placed on
marketing/communications
activities and goals (at an
organizational level).
WHAT’S YOUR “MARKETING MINDSET”?
WRONG: However it was done by
the person who did it before, or
whatever we have time for.
RIGHT: In thoughtful ways that
target specific audiences, utilize
appropriate communications
channels and are centered around
achievable, measurable results.
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WHAT’S YOUR “MARKETING MINDSET”?
WRONG:
“We are great, give us money.”
RIGHT: Messaging focuses on
empowering the audience (rather
than just celebrating the
nonprofit) and tells fresh stories
of positive outcomes.
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WHAT YOU COMMUNICATE MATTERS
Don’t just communicate.
Do it well.
Stand out from the crowd.
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WRONG “WHAT”:
This is the typical
“formula”
nonprofits follow.
This piece almost
complains about the
problem.
It is patting yourself
on the back.
It begs for money.
RIGHT “WHAT”:
This piece gives the
power to make a
difference in the
audience’s hands,
and tells them
EXACTLY what they
can do to help.
The message and
call-to-action is
clear.
Without begging.
Example: Make your message simple. Tell them
EXACTLY what they can do to help your cause.
Example: Focus on educating people about your
ISSUE rather than just singing your own praises.
Example:
Simplify your
message to grab
their attention.
Less is always
more.
Use imagery
rather than lots
of words.
MOST IMPORTANTLY, EMPOWER YOUR AUDIENCE.
AND STOP YELLING AT YOUR AUDIENCES
Maybe if you
stopped yelling
about the problem
and empowered me
instead I would want
to help.
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WHERE DO YOU GO FROM HERE?
PERSUADE
Persuade your
organization’s leaders
to make
marketing/communic
ations a priority.
STEP 2
AUDIT
Conduct a
communications
audit.
STEP 3
CREATE
FRESH
MESSAGES
Develop fresh
messaging (include
staff, volunteers,
board members,
clients and other
stakeholders).
STEP 1
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WHERE DO YOU GO FROM HERE?
STEP 4
STEP 5
STEP 6
CREATE
CLEAR
RULES
Create rules for
communicating
(publish a
“communications
manual”)
CONDUCT
INTERNAL
CAMPAIGN
“internal”
communications
campaign to train
current
staff/stakeholders
SET GOALS
Set clear, measurable
goals that are realistic
and based on
timelines and
responsible party.
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STEP 2: COMMUNICATIONS AUDIT
How can you conduct an
informal (“mini”)
communications audit for
your organization?
Approach it like a
research project.
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SIMPLE COMMUNICATIONS AUDIT
• Gather all marketing collateral materials.
• Print out all of the pages of your organization’s
website (and email newsletter if you have one).
• Print out emails from staff members (must include
their signature lines)
• Gather all letterhead and business cards.
• “Interview” staff, volunteers and board members.
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SIMPLE COMMUNICATIONS AUDIT
collateral
• Gather everything
together in one
place.
• Catalogue and
summarize the
findings.
web
YOUR
BRAND
?
interviews
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email
signatures
Anything
with a
logo on it
WHAT ARE YOU LOOKING FOR?
HINT:
You are
looking for
variances.
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STEP 3: DEVELOP FRESH MESSAGING
QUESTIONS TO JUMPSTART THE PROCESS
1. Provide 5 individual
words that convey the
positive aspects of our
organization.
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STEP 3: DEVELOP FRESH MESSAGING
QUESTIONS TO JUMPSTART THE PROCESS
2. What is the biggest
misunderstanding
people seem to have
about our organization?
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STEP 3: DEVELOP FRESH MESSAGING
QUESTIONS TO JUMPSTART THE PROCESS
3. When someone hears
our organization’s name
or sees our logo, what
do you want them to
assume about us?
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STEP 3: DEVELOP FRESH MESSAGING
QUESTIONS TO JUMPSTART THE PROCESS
4. What do you NOT want
them to assume?
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STEP 3: DEVELOP FRESH MESSAGING
And don’t forget to
include your fundraising
person.
She needs a break.
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HAVE FUN
Marketing can be as much fun as it is hard work.
Non-marketing people at
your organization need to
be involved. Give them the
opportunity.
Your mission will thank you.
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AND SO WILL YOUR INNER WILSON.
THANK
YOU!
the nonprofit’s agency
Produced By:
Society for Nonprofit Organizations
5820 Canton Center Rd, Ste #165
Canton, MI 48187
Email: [email protected]
Web: www.snpo.org
Ph: 734-451-3582 | Fax: 734-451-5935
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