What’s Your Endgame?
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This document summarizes key points from a presentation on effective communications for associations. It discusses how marketers waste 40% of budgets on irrelevant content and how associations should identify 3-5 "SPIKE" moments each year when their messaging will be most relevant to members. It also addresses challenges like developing trends, identifying the right audience, and gaining buy-in. Overall, the presentation stresses the importance of focusing communications on true member needs and timing messages for maximum impact.
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What’s Your Endgame?
- 1. ASAE Annual Meeting What’s Your Endgame? Adele Cehrs Epic PR Group Erin Pressley NACS: The Association for Convenience & Fuel Retailing
- 2. Is Your Association Crying Wolf?
- 3. $155+billion Spent annually on Marketing and PR
- 4. ? • Research shows marketers are getting worse, not better, at directing dollars with a whopping 40% of marketing dollars being wasted each year as cited in Advertising Age (Neff, 2012). • That means $62 billion is misused on content that is not relevant or producing ROI. • Think about the staff time and resources devoted to reaching your members — is your association guilty?
- 5. 5,000 messages a day = Brand Narcissism
- 6. 4-year tenure Average CMO tenure is 45 months or roughly 4 years — half the average tenure of a CEO
- 7. ROI Is a Struggle We are measuring and saying TOO MUCH!
- 8. You have a small window to prove you’re worth listening to.
- 9. SPIKE A Sudden Point of Interest that Kick-starts Exposure — good or bad.
- 10. Opportunity 3 – 5 SPIKES in one year
- 11. SPIKE EXERCISE You have just 3 - 5 TIMES a year to communicate what is truly relevant to your MEMBERS. What are those moments? With the SPIKE Method in mind ask yourself the following: • Identify 3 to 5 times WHEN your association (not your department) is truly relevant to your members. • You have 5 minutes to develop some ideas and share your ideas with the audience. ?
- 12. ASHA Understand where and WHEN your Audience WANTS to receive information Autism Awareness Month
- 13. CVS’ Bold Move
- 14. ? CVS Wasn’t So Bold After All… • According to the New York Times, just 18 percent of American adults smoke, down from 42 percent in 1965 (Strom, 2014). • An op-ed published in the NYT by two doctors from the Smoking Cessation Leadership Center at the University of California, made the case for eliminating tobacco products from drugstores in The Journal of the American Medical Association (published two days prior to announcement) • The FDA announced the start of a national education program aimed at preventing smoking among youth. • CVS’ preplanned partnership with American Lung Association
- 15. Newtown American Association of Pediatrics – Response to gun violence Brand patience: why you need some
- 16. ?
- 17. Biggest Challenge Exercise What is your biggest communications challenge? For example, here are some things we hear often: • People don't understand what we do • Staff doesn't know how to talk about the organization effectively • Board in-fighting • Internal communication challenges • Departmental silos • Developing trends • Identifying and talking to the right audience • Buy-in
- 18. NACS The price of not being prepared: Hurricane preparedness for convenience retailers
- 19. “When written in Chinese, the word 'crisis' is composed of two characters. One represents danger and the other represents opportunity.” John F. Kennedy
- 20. Buy-in
- 21. ? NACS Goal Setting: Priorities! 10-15 Organizational Goals (2011-2012) a. Zero negative budget variances across departments & major initiatives [ALL] b. (Apr/Jul/Oct) None for Q1, One for Q2, One for Q3, Four in Q4 (Research, Tech & International Services, Supplier Relations) c. Hit Expo Sales Budget ($11,725,000) [BH] (Jun/Aug/Sep/Nov) a. As of 11/18/11: $12,396,900 (+$716,900) b. 1332 Exhibitors, 387,600 NSF (goal 375,000 NSF) d. Hit Show Registration Budget ($3,172,985) [SR] (Jul/Sep/Nov) a. Final - $3,186,867
- 22. 1. Drive Retail Membership 2. Drive Customer Satisfaction 3. Drive Engagement 4. Drive Constructive Behaviors into Our Cultural DNA 5. Deliver Organizational Discipline NACS Goal Setting: Priorities! 5 Organizational Goals (2013)
- 23. NACS Goal Setting: Priorities! 3 Organizational Goals (2014) 1. Get and Keep Members (recruitment, retention, customer satisfaction, customer engagement) 2. Make Us Great (culture, prof development, community involvement, staff activities 3. Optimize Resources (financial discipline, operations)
- 24. Culture
- 25. What’s in it for members (WIIFM)?
- 26. Attention is not a FINITE resource…
- 27. Who is your Chief Oprah Officer?
- 28. Oprah’s Evaluation of Her “Favorite Things” • Message: Possess an articulate message that cuts through the clutter; • Audience: Having a woman-owned business; • Timing: Being on the cusp of a new trend; • Channel: Visually interesting for television; and • Human: Serving a good cause.
- 29. ? SPIKE EXERCISE
- 30. All Aboard
- 32. Adele Cehrs Epic PR Group 703-299-3404 adele@epicprgroup.com Erin Pressley NACS: The Association for Convenience & Fuel Retailing 703-518-4208 epressley@nacsonline.com
Notes de l'éditeur
- Those of you that are parent’s – mama look, mama, mama, etc. Erin
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…
- Think about it – your staff is sending so many messages EACH AND EVERY DAY! Not just from you…but from other brands – are they really hearing what you are saying… At NACS, we have streamlined the messages, but our marketing and communications are separate departments – we aren’t collaborative and cohesive. We are guilty of this deluge of messages ourselves. How many of you know how many messages, social media posts, tweets, etc you are sending out to your members in a week, month, year? If you don’t know any of these things you are guitly of falling into this trap of brand narcissism.
- Because of all of this ineffectiveness all eyes turn to CMO’s when tradeshow is floundering, membership numbers are flat or DOWN – do we look to the head of membership or meetings – as the culprit. NO – we always look at the marketing staff, VP’s and CMO’s. The average tenure for a CMO is just 4 years. At NACS, the market downturn was an opportunity – and we completely reorganized everyone in marketing. We rehired people who were focused on the business of marketing – arts and crafts… With more of a focus on measuring we are able what’s working and what isn’t. What’s effective, what’s being measured…
- If you send out 10 emails a week and that’s conservative, that means your members are receiving more than 5,200 messages a year. How can they tell what’s important?
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…
- Think about the 3 – 5 things – does this fall into what category?
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…
- Here was our situation… To assist, we looked at three areas of focus: Culture – more collaborative work style / leadership not so dysfunctional Goals – We started with 15 – conflicting priorities was leading disruptive leadership – to help us all get on the same PAGE – we developed Leadership *For this session, we are going to focus on GOALS> So here is what NACS did to “prime the pump” for ourselves to prepare for and take advantage of SPIKEs.
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…
- Here was our situation… To assist, we looked at three areas of focus: Culture – more collaborative work style / leadership not so dysfunctional Goals – We started with 15 – conflicting priorities was leading disruptive leadership – to help us all get on the same PAGE – we developed Leadership *For this session, we are going to focus on GOALS So here is what NACS did to “prime the pump” for ourselves to prepare for and take advantage of SPIKEs.
- Net Promoter Score on all of events and our products With a 70% benchmark for us to achieve
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…
- Money aside, think about the time you are wasting on resources that could be more focused. I have so much work – what sacred cows can we kill is what your staff is telling you…