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Sunday, January 21, 2018

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6 Steps to Showcasing Marketing ROI (Case Study)
Nancy Schwartz

February, 2011

As you read, consider this: If you were to try this approach tomorrow, which parts would you be confident in, which would you fear and how would you conquer those fears to move forward? Please share your thoughts here.
Q: Help — We’re losing ground fast and we need professional marketing help. How do I get the budget and support to get it?

My organization has been in existence since the 1960s, longer than any other environmental group in the state.

But, like many other nonprofits, we have never been good at marketing ourselves, and therefore don’t have the membership base that we should. Of course, the situation is more dire than ever right now.

As a result, we’re beginning to lose our historical advantage. For example, our state's Audubon Society is developing a national audience and now has the funds to market themselves even more effectively. Our state’s Heritage Trust hired a marketing group that has helped them grow exponentially over the last year. And we’re being left behind.

We clearly need professional marketing help. We have a board member with marketing expertise (but, like most board members, he can’t give 100% of his effort to our marketing agenda) and a marketing committee, comprised of directors of communications (my boss), development and membership.

I’m an implementer and do most of our print and online graphic design and Web development and outreach. But I would be even more effective working with a marketing expert who has analyzed our challenges and designed a strategy for me to implement. So we’re doing more than treading water. But, I’m just not that person.

While leadership recognizes our need for professional marketing help, they are not moving forward in that direction. My boss agrees 100% but can’t get anywhere either. In the end, while we are stalled marketing-wise, our competitors are moving forward. Help!

I’ve passed on information on nonprofit marketing specialists and asked these specialists to contact our management too. Nothing has made a difference. I want to be more effective but don’t know how to get here.

I think my creation of a marketing plan would help, but don’t know where to start. What should I do?

— Jessica, Outreach Manager
     State Natural Resources Council
A: Jessica, you’re in a challenging situation, and I admire the determination you are bringing to solving it.

The situation you face is a common one. Every nonprofit organization should be proactively marketing itself to develop and strengthen relationships with members, supporters, donors, volunteers and other stakeholders. But doing it right means more than just cranking out the direct mail and updating the Facebook page.

Effective marketing comes from clearly defined goals and objectives, the audiences you need to target to reach them and then the marketing strategies and hands-on tactics that will engage that network and motivate them to act. The process necessitates ongoing conversations with your base to get to know their needs and perspectives, analyzing what competitor and colleague organizations are doing marketing wise.

My recommendations:

1. Stop asking marketing firms to call your decision makers and stop passing on firm materials as well. Just stop right now.

Jessica, your intentions are great but at this point it’s clear that this strategy isn’t going to work. As a matter of fact, it’s likely to drive the decision makers away from funding marketing work.

2. Build understanding of what marketing is and the value that it will bring to the Council — and, most importantly, what the Council will lose if it continues without strategic marketing.

It’s all too easy for nonprofit managers and board members to nix marketing expenditures when they don’t really understand how vital marketing is to the ongoing health of their organizations. Their reasoning is frequently that program comes first, then vital support functions like fundraising.

I bet that’s what’s happening at the Council. But, it’s up to you (working with your boss) to build the understanding that there is no program without marketing.

Begin by crafting some concrete case studies that demonstrate the power of marketing on organizational success. Best sources include other state councils and other organizations that your management team knows of (in your geographic or issue area) so that they will identify even more strongly with the stories.

Review the entire marketing process, beginning with the fact that marketing goals are designed to support organizational goals. Explain what particular training and expertise is required to design the right marketing plan and to implement it successfully. And, most importantly right now, have hard data on the return-on-investment the expenditure will generate.

3. Come to the table with a succinct plan including a budget.

Work with your boss (you need to be a team on this one) to figure out what needs to be done first and what you need (money, human resources and/or training) to make it happen. Be prepared to distribute a written proposal, with budget figures and a timeline.
Whatever the request is, do your homework.

I suggest that you propose something more tangible than a marketing plan as a first step. Is there a campaign that needs to be launched to a new audience segment? Do you and your boss have the skills (or know where to hire them) to do so? Best to pick a project where you’re confident that you can generate results. You want to use this success to motivate ongoing support and budget for marketing work.

4. As you implement your initial marketing project, keep management and board posted on your progress.

You want them to understand the process (so that they get the budget and timeframe) and maintain their interest in the project. It’s up to you to demonstrate how you can put marketing to work to meet the Council’s goals.

5. Serve as an ongoing marketing mentor to your management and board.

As you and your boss come across great marketing models or ideas that seem relevant to Council marketing, pass them on with a cover note.

When you participate in a Webinar or training, summarize key content in an email and share it with these folks. They’ll begin to see you as an expert, while you continue to build their understanding of how marketing can make a difference.

6. Once you have one or two successful marketing projects under your belt, then it’s time to develop a comprehensive marketing plan, derived from the Council’s goals.

I recommend that you bring in an expert at this point to guide you in creating the plan. This is the critical juncture when experience with multiple nonprofit organizations, facing varied marketing challenges is huge benefit. You have one chance to convince your leadership of the value and process of real marketing. Do it right.

The plan development process itself will raise many issues to be worked through with your management and board members. In doing so, you’ll cultivate buy-in and understanding of your focus and efforts.

Beyond that, you and your boss will have a blueprint to guide your focus and budget, and an expert consultant ready to guide implementation.
Readers, if you were to try this approach tomorrow, which parts would you be confident in, which would you fear and how would you conquer those fears to move forward? Please share your thoughts here.


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