Big duck ntc_brandraising_4-8-10
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Brandraising involves communicating a nonprofit organization's core messages, positioning, and personality across multiple communication channels in a consistent way. The National Military Family Association rebranded to clarify its mission and better position itself against increased competition. Cross Cultural Solutions found that developing program-specific sub-brands was not sustainable and refocused on consistent messaging across its operations. Localizing communications for different audiences, such as in the UK, also requires tailoring language and tactics.
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Big duck ntc_brandraising_4-8-10
- 1. Brandraising: One Organization, Many Channels #10ntc.brdrsg (??) #10ntc
- 2. Oh, what fun we’ll have! • Sarah Durham, Big Duck What is Brandraising, anyway? • Michelle Joyner, National Military Family Association One org’s experience Brandraising: why they did it, what they got out of it, and more. • Kam Santos, Cross Cultural Solutions What if your org requires a different approach? Lessons learned. • Margaret Battistelli, Fundraising Success Magazine Moderator for discussion/q and a
- 3. • Tweets @bigducksarah • Blogs at bigducknyc.com/blog • Nonprofit communications nerd • Mom of identical twins! • Crazy about Brooklyn • Likes to make up words
- 9. Reasons Nonprofits Communicate Fundraising Programs Advocacy
- 10. ®
- 12. Positioning The big, differentiating idea you strive to own in the minds of your target audiences. © Daniel Aubry
- 13. Personality
- 14. vs.
- 16. Auburn Theological Seminary- Positioning Auburn is the most trusted resource for leaders at the intersection of religion and public life.
- 17. Auburn Theological Seminary- Personality • Open (progressive, liberal) • Multifaith (interfaith, pluralistic) • Entrepreneurial (innovative, pioneering, groundbreaking, responsive) • Bold (courageous, challenging, passionate, dynamic, activist) • Rigorous (thoughtful, intellectual, smart) • Respected (venerated, rooted, leader)
- 18. Auburn Theological Seminary- Vision In a fragmented, complex, and violent time, we envision religion as a catalyst and resource for a new world—one in which difference is celebrated, abundance is shared, and people are hopeful, working for a future that is better than today.
- 19. Auburn Theological Seminary- Mission We equip bold and resilient leaders who can bridge religious divides, build community, pursue justice, and heal the world. Rooted in Christian tradition with multifaith commitments, we seek the best strategies to respond to today’s biggest challenges.
- 23. Auburn Theological Seminary- Key Messages Our World: Where religion is seen as a problem. Until the past few decades, political, religious, and public leaders in the United States took it for granted that their Protestant values were shared by most Americans. They rarely needed special tools and resources to lead and express their views publicly. Our Solution: The Auburn Leader. We equip bold and resilient leaders who can bridge religious divides, build community, pursue justice, and heal the world. Your Role. You can help us bridge religious divides, build community, pursue justice, and heal the world. Our History. We have nearly 200 years of experience preparing religious leaders for the real world, from our founding in 1818 in upstate New York to a global presence today.
- 25. If you love something set it free
- 30. ®
- 31. The Value of Brandraising • Less time spent creating- more time spent reinforcing • Donors, clients, and other audiences more likely to “get it” • Clear basis to develop materials, strategies and campaigns upon • Established way to communicate messages your organization wants to communicate
- 32. Can’t get enough? • The Duck Call blog: bigducknyc.com/blog • The Duck Pond (monthly email): gimme your card • Email me: sarah@bigducknyc.com
- 33. Maintaining Our Brand Through Communications Michelle Joyner Communications Director National Military Family Association MJoyner@MilitaryFamily.org
- 34. The Need to Rebrand Compe11on • Large growth in the number of nonprofits serving military families and service members • Compe11on for financial support from corpora1ons, founda1ons, government • Military families who benefit from our efforts are unaware of our work New Scope of Work • Confusion when defining the mission
- 35. Moving from NMFA
- 36. to the Na1onal Military Family Associa1on
- 37. Personality • Resilient • With gravitas / serious • Patrio1c • Hardworking • Honest • Holis1c • Responsive • A fighter and defender • With Integrity • Comprehensive • Diligent • Grassroots • Trustworthy • Empowering • Credible
- 39. Who We Serve Military families’ media habits (2008) • 75% rely on the Internet and 53% on email for news and informa1on. • Nearly 9 in 10 report using email ‘every day’ or ‘most days’ • 6 in 10 surf the Web ‘every day’ or ‘most days’ • 47% u1lize text messaging on their cell phones
- 40. Our Brand Online
- 41. www.MilitaryFamily.org WEB TRAFFIC 2008 2009 Unique Visitors 634,600 561,500 Unique Page Views 3,336,565 6,359,578 Page views/visitor 5.3 11.3 ONLINE DONATIONS 2008 2009 # of Dona1ons 465 695 Total $ received $ 89,393 $ 147,717 Giis >$1000 % total 48% 46%
- 43. Electronic Communica1ons • The Voice for Military Families, bi‐monthly newsleler ‐‐ 6000 print copies, 35,000 email recipients • Monthly Bulle1n ‐‐ 135,000 email recipients • Weekly News Alert ‐‐ 32,000 email recipients • Monthly Military Spouse Club eNewsleler – 210 military community spouse club recipients
- 44. Facebook • Launched May 2009 • www.facebook.com/militaryfamily • 6,000 fans • +200 new fans each week • +100 Wall Posts, Comments, and Likes/week • +1,000 page visits/week
- 45. BRANDRAISING
- 46. CCS Vision & Mission • Our Vision is of a world where people value cultures different from their own, are aware of global issues, and are empowered to effect posi1ve change. • Our Mission is to operate volunteer programs around the world in partnership with sustainable community ini1a1ves, bringing people together to work side‐by‐side while sharing perspec1ves and fostering cultural understanding. We are an interna1onal not‐for‐profit organiza1on with no poli1cal or religious affilia1ons.
- 47. CCSValues • Shared Humanity When people of different cultures have an opportunity to connect, there comes an understanding of our shared humanity. • Respect We accept, appreciate and respect that people know and understand what is appropriate for their own communi1es. • Integrity We commit to ensuring the safety, flexibility, professionalism, transparency and excellence of our programs.
- 48. 1. The “New” Brand Basics • Program‐specific posi1oning statements & base copy • Segmented target audiences for marke1ng planning • Logo suite for different programs • Program‐specific websites more similar to one another than integrated with main organiza1onal iden1ty
- 49. 2. Internal training & rollout of sub‐brands • Internal COM Plan & Training not fully developed; lack of organiza1onal understanding of “unique” brand promise • Opera1onal depts didn’t have 1me to adapt to vision, including logo use • Program‐specific rollout not cost‐efficient nor sustainable in opera1ons/marke1ng • Ul1mately, we found ourselves scaling back sub‐brand‐promise
- 50. CCS LOGOS …THEN & NOW Now … from Brand Guide
- 51. 3. Strategizing Localized CommunicaRons– UK • Brand raising in UK required very different tac1cs. Percep1on of volunteering abroad highly evolved, communica1ons suite needed more than refinement. • UK volunteers tended to be within our secondary target audience • Templates & outreach campaigns required Bri1sh spelling & phrasing, and different considera1ons to implement effec1vely.
- 52. US vs. UK words (markeRng copy) • Color ‐ colour • Favorite ‐ favourite • ...ize ‐ ...ise • Traveler ‐ traveller • ...nor ‐ ...nour • Traveling ‐ travelling • Program ‐ programme • Traveled ‐ travelled • Enroll ‐ enrol • Theater ‐ theatre • Center ‐ centre • Prac1ce (verb and • Special1es ‐ speciali1es noun) ‐ prac1ce (noun), prac1se (verb)
- 54. 4. RevisiRng CommunicaRons Suite for New Website Launch (Overhaul) • Simplified brand messaging. (e.g., Nixed program‐specific logo suite , expanded main logo suite and guidelines, integrated various program‐specific websites) • Focused on organiza1onal brand basics (e.g., photography standards, key messages, effec1vely communica1ng our core program design) • Streamlined naviga1on to address cri1cal ques1ons of volunteers • Integrated learning from SEO & SEM, iden1fying cri1cal landing pages
- 55. 5. Formalizing an integrated social media strategy
- 56. 6. IdenRfying and Understanding CCS Brand Advocates • 25,000 alumni in 100 countries • Ins1tu1onal partners (i.e., Salesforce.com, universi1es) • Organiza1onal Donors • Enrolled volunteers & Extended network (parents, friends, other family, sponsors) • In‐country staff in 12 countries • HQ staff, including former staff & interns
- 57. 7. IdenRfying OpportuniRes to Engage Brand Advocates • How can different advocates engage the brand? What concerns/policies/protocols deter par1cipa1on? • What is theLCD ask? What are others? How do we recognize (and reward?) those advocates differently? • What will keep these groups engaged? • What might churn look like within each advocate category?
- 58. 8. Not Taking our Brand for Granted • Monitoring brand via brand advocates & consumers. • Monitoring field, media alen1on. • Monitoring churn. Un1l 2010, ~10% of our volunteer base annually were repeat volunteers. • Monitor how our target market(s) uniquely communicate and respond to our messaging.
- 59. 5 Key Points of Advice 1. Invest in Technology 2. Invest in Communica1ons professionals. 3. Invest in Internal Communica1ons. 4. Keep Focus on Being “In‐Brand” vs. In‐ agreement. 5. Remember who your brand advocates are, and their careabouts.