Why your school needs to be like Alexa

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The advent of digital assistants is having huge impact on our culture but Google and Alexa also account for larger shifts in how we engage with brands and technology. Those shifts are influencing the way parents engage with independent schools and are shaping their expectations. To be successful, schools need to pay attention and adapt to a changing marketplace. With that in mind, here are two reasons that your school needs to be like Alexa.

1. Your voice is more important than your logo or any other visual communication.

In a September 2017 Fast Company article, a CMO commenting on the rise of digital assistants said the following: 

“What will brands look like in a more-voice-oriented world? Is there a post-logo world there? It’s just so interesting to think that the visual world may be less important and what that means.” 

While the CMO was clearly talking about the voice of digital assistants, the reality is that schools have a voice as well. It is reflected in the language used in communication as well as in its tone and style. Your communication makes a statement about who you are and what’s important to you. In short, your communication is the voice of your brand and one should be as unique as the other. In fact, in an increasingly competitive environment, your school’s voice is a key differentiator.

In the same Fast Company article, an agency creative officer said, “…we shouldn’t be going at people with what we sell, we should be telling then what we believe in. Get them to buy into your brand by understanding what it stands for.”

The reality is that what you say and how you say it is more important then what it looks like. Content trumps design. That applies to everything from websites to email to print to video. Let's face it. The most popular YouTube videos are often shot on smartphones.

The design of the Amazon Echo is attractive but purposefully unobtrusive. It is a vehicle, a platform for its voice. And when you hear that voice, you know its Alexa.

An interesting test would be to give someone something written about your school that contains no give-away references. Would they recognize it as referring your school? Would your school’s voice be as distinctive as Alexa’s?

2. Customer expectations are being driven higher than ever.

Digital assistants are all about the user. A recent Google blog post presented results of a study of voice assistant owners. These are the reasons that people use voice-activated assistants:  

1. It allows them to more easily multitask.
2. It enables them to do things faster than other devices.
3. It empowers them to instantly get answers and information.
4. It makes their daily routine easier. 

Me. Me, me. In fact 41% of respondents said that using their voice assistant felt like talking to a friend.

So, here’s the obvious question. Is your school as customer focused as Alexa? Voice assistants are empowering, enabling and responsive. They answer the questions they are asked and, by the way, admit when they don’t know the answer. They provide the information you need to be better at what you do. They tell you what you absolutely need to know on any given day. They don’t hide facts and they make no assumptions about why you are asking a question. Alexa is never short or condescending.

You can also extend the capability of your voice assistant so that you can control your thermostat, lights or choose TV channels. Are you equally anticipating the needs of your customers and extending your capabilities? That could be before and after school care, parent education programs or financial planning seminars.

Just as was the case with social media, ongoing technological advances empower customers and raise expectations. They also put a premium, both literally and figuratively, on the voice of your school. There is no turning back. To be successful, schools must meet the challenge and be more like Alexa.

My Stupidly Simple Explanation of Branding

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Branding is complicated. It’s time consuming. It can be damn expensive. So, selling your boss or your board on the idea of engaging in a branding project can be a monumental task.

But here’s what makes it even harder. Most people don’t know what a brand is. In part that’s because marketers create a whole language around branding that is totally unintelligible. It’s also a result of the way words get re-purposed and often misused – particularly in social media.

So, as a way of helping organizations, schools and businesses understand why branding is really important and with deference to the many, many marketing experts and authorities who know way more than me, I offer the following rather simple explanation of branding.

Have you ever had a conversation with a significant other that goes something like this?

“Do you love me?”

“Yes, I love you.”

“Why? Tell me why you love me.”

For most people that results in a big gulp and a desperate stalling tactic like, “What do you mean?”

But if you were able to provide an honest answer to that question, it would be complex and multi-layered. It would involve the way someone looks, thinks and acts, particularly when those acts are directed at you.  The answer would be revealed in your experience with that person or perhaps in what others have told you about him. It would also be based on how you imagine your loved one would react in certain circumstances – perhaps as a spouse or a parent.

Now, imagine you want to replicate that relationship many times over. Let’s say you want more people to love you, or those who already love you to love you more. You are going to need an accurate and effective answer to “Why do you love me?” – one that reflects the many ways in which many different people can love you.

And guess what? The answer to that question is your brand. So, based on all that, here’s my definition of a brand.

A brand is an expressive representation of the complex relationship that customers and other stakeholders have with an organization.

It's a simple concept but I think that some of the words need explaning.

Expressive – Brands have to appeal to the head and the heart – and even more, they have to motivate, inspire and incite action. You want people to be excited about telling other people about you.

Representation – It can be words, photos, videos, graphics, events, and yes even a logo. A brand can be communicated in a myriad of ways.

Relationship – If it isn’t already obvious, just like relationships are two-way streets so is your brand. You can’t unilaterally decide what your brand is. In branding, perception is truly reality.

Customers – Many organizations don’t traditionally think about constituents as customers but the reality is that people have choices about whether they affiliate with your organization. For example, parents at independent schools pay a small fortune in tuition and deserve to be treated like customers. Fundraising organizations would also be wise to look at donors from a customer centric perspective.

Stakeholders – I know this one of those words that gets used too often but the point is that many people other than customers have important relationships with your business or organization. Think about previous buyers, suppliers, employees and alumni. All of those people have something to say about the nature of your brand.

By the way, I know the “love” thing is going to be a bit much for some people. If it makes you feel more comfortable you can substitute “respect” or “admire” for “love” and ask, “Why do you respect me?” I would argue however that the most passionate (and therefore successful) ambassadors for your organization are going to be those that can say, “Let me tell you why I love XYZ school.”

At a branding workshop for independent schools that I led early this year, the person opening the session said, “This morning we’re going to talk about the big, bad ‘B’ word.” One of the reasons that branding is a pain in the butt is that people don’t know what it is. Hopefully, my simple (some might say naïve or mushy) explanation is a step in the right direction.

What do you think?

Is a lack of understanding getting in the way of branding projects at your organization?

What definitions of branding have helped you?

How are you advancing branding projects in your organization?

9 ways to get survey results that matter

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You probably know that surveying stakeholders is critically important to the marketing success of your business, school or organization. That’s the easy part. The hard part is how to get started.

There are consultants and firms that will develop surveys and provide analysis but like all good things in life, they come at a cost. On the other hand there are numerous online alternatives, many of which are very robust and cost effective – and are worth using. But, for your research to be effective, you need to know what you are doing. With that in mind here are a few (nine to be exact) tips on how to create surveys so that you get results that matter.

1. Link questions to decisions. Think about the questions you need to have answered in order to make important decisions for your organization. You may want to start with a list of issues that are currently under discussion. For example, you may want reaction to the new product line, the revised curriculum or updated donation opportunities. Survey questions should also support decision-making on longer term issues like service, quality and pricing because it's not going to be practical or meaningful to survey more than once a year.

2. Make it actionable. Don’t ask questions for the sake of asking questions. If you can’t or are not prepared to act upon the results related to a particular question, don’t ask it. You don’t want to ask your customers how they feel about your hours of operation if you do business in a mall where those hours are restricted. Similarly, you don’t want to ask for feedback on your organization’s mission or philosophy if is there is no mandate from the Board to make changes. In addition to wasting the time of the respondent in answering these questions and your own time in tracking results, you will be setting unattainable expectations. If you ask me whether I would prefer to have expanded donation opportunities, I assume that by answering the question I may influence change. If that change is not possible, you’re just leading me toward inevitable disappointment.

3. It’s got to be measurable. If you just want to hear what people are saying about your organization, you can monitor social media or stand in the school parking lot. The point of surveying is to arrive at results that you can analyze and compare – year over year or to other similar organizations. Questions have to be framed in a way that allows for measurable results. Have respondents rank or rate statements or choose from a list of potential responses.

4. Make questions precise. You want to zone in on exactly what it is you want to know and make sure the question will provide the response. Instead of asking a respondent to rate their satisfaction with the service provided, ask them about the various aspects of that service. Was it prompt? Were their questions answered? Was it delivered pleasantly? This will not only provide precise information, it will be a more effective guide to changes in customer service you may want to consider.

5. Use clarity. What you are asking the respondent needs to be crystal clear. Test your question by imagining yourself in the shoes of your customer and ask yourself whether you would understand what’s being asked. When people take a survey and don’t really understand what’s being asked, they skip the question or answer indiscriminately.

6. Be polite and conversational. Phrases like “Now we want to ask you some questions about why you support our organization” are effective because they show respect and they may even make the intent of the question clearer. Questions that begin with please – as in “Please rate the following ….” value the respondent and by making the experience more pleasant. In that way, you also increase the chances that someone will complete the survey.

7. Open-ends add context. Open-ended questions – those that require a narrative response – are important for two reasons. They add context to the measurable parts of the survey. By reviewing the open-ended responses you will likely begin to understand the reasons for empirical results. In addition, respondents often want the opportunity to express an opinion or tell you their story. The responses can be very rich. Just be prepared for the bad news as well as the good.

8. Be time sensitive. There are probably tons of questions that you would like answered but a survey that is too long compromises the quality of responses in two ways. This research from the people at Survey Monkey proves that the longer the survey, the fewer people will complete it. But the deeper finding is that the longer the survey, the less time respondents spend on each question. While greater respondent affinity (as is the case with schools and religious organizations) buys more time tolerance, your survey should take no more than 10 minutes for maximum effectiveness.

9. Report back. This is the step that is probably most often missed by organizations that conduct research. Close the loop by reporting back to your stakeholders on the results of the survey. You can brag about the positive responses and in addition tell your community what action you are taking as a result of negative responses. It demonstrates accountability, transparency and a commitment to your customers and to continuous improvement. It will also encourage people to participate in future surveys.

Done well, surveying stakeholders will allow you to gauge satisfaction, determine the effectiveness of marketing or operational initiatives and verify the assumptions you are making about customer behaviour. Perhaps most importantly it is the best way to evaluate the success of branding efforts.

What do you think? Do you have any advice for those doing their own research or any experience wit your own research that you think can be helpful?. Please share.

Branding gaps and 6 ways to bridge them

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Branding gaps are the most likely source of declining enrolment in an independent school. But where do you find them and what do you do about them?

First, some ground rules. For the purpose of this discussion I am using Seth Godin’s definition of a brand: “A brand is the set of expectations, memories, stories and relationships that, taken together, account for a consumer’s decision to choose one product or service over another.” So, you can see that a brand is infinitely more than logo, tagline and ad copy.

Now, to define branding gaps we need to accept that organizations effectively have two brands. One is the promised brand – the one that marketing, communication, mission and other efforts have been designed to convey. The other is the delivered brand. This is the one you find out about when you survey stakeholders and ask them to characterize their experience with and perceptions of your school. In organizations that really have their branding act together (think Apple, Whole Foods), the two are aligned. In most organizations, there are going to be differences between the promised brand and the delivered brand and those differences are the branding gaps.

There are many sources of branding gaps. Most of them can and should be considered proactively. Here are some ideas for where those gaps maybe lurking in your school and what to do about them.

Teachers – There is no one more important to delivering your school’s brand than teachers. For most families, they are the most common point of communication. It’s critical that teachers know and understand the school’s brand. Clearly it should be reflected in all their communication with students and parents and that includes classroom websites and email blasts. I would contend that the brand should also be evident in the classroom. I know a Head of School that challenges teachers to consider the changes they would make to classroom content if the mission of the school changed. If mission and curriculum are married, then brand must also be part of the educational product.

Everyday Communication – Parents are recipients of what sometimes seems like an endless stream of communication from the school. While this often deals with day-to-day issues like early closings, lunch programs and upcoming events, there’s no reason that it shouldn’t reflect the school’s brand. The danger is that much of this type of communication is often written hastily by people other than marketing and communications staff. There are a number of solutions. Many of these communications can be anticipated and templates can be prepared in advance. Everyone in the organization should be brand-trained and understand how that affects even the most mundane messaging. Finally, a review system that gives the communications staff the final say could help maintain the brand.

Office staff – We all know the adage about having one chance to make a first impression and office staff are the front line of most interaction with stakeholders – whether in person, by phone or by email. Like everyone else, they need to understand the school’s brand promise but more importantly they need to know how to incorporate that into daily activity. Front-line staff in a school that emphasizes inclusivity and diversity should communicate differently than those in an elite IB school.

Board members – Lay people are often represent the greatest brand challenge. Their implicit contract with the school is not employment based and requires more refined management measures. Yet they wield tremendous influence –within the school community and the community at large. Brand training for board members is essential. What’s more is that lay people are often not aware of the ways in which they subtly make brand impressions in their everyday conversation.

Mission/Marketing Misalignment – Finally, it’s possible that everyone in the organization is delivering the brand experience dictated by its mission or even brand strategy and the real problem is that marketing efforts have missed the mark. What’s being promised isn’t what’s being delivered. Assuming that most people are satisfied with their interaction with the organization, the fix is to re-tool the marketing effort.

The real solution is the 3 M’s - You can only fix branding gaps that you are aware of. The key to brand management is to measure, monitor and modify. You have to survey stakeholders on a regular basis to determine if you are delivering your intended brand. Likewise, it’s critical to be monitoring social media including the parking lot that, in a school, is often the most potent social media channel. Final, you have to be prepared to act based on what you discover.

Branding gaps can undo the most masterful marketing efforts and create enrolment crises. Knowing how to find them – and bridge them – will undoubtedly improve results.

What do you think? What branding gaps have you uncovered in your organization and what are you doing about them?

Branding to the converted

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Preaching to the converted is usually taken as a waste of time. The same could be said of branding. Why bother branding to those that have already bought?

But I had an experience last month that ought to send a shiver down the spine of any independent school advancement professional – or for the keeper of the brand in any organization.

I was speaking with a woman whose oldest child is a grade one student at an independent school to which I consult on marketing and admissions issues. She told me that as a parent she didn’t really know how to articulate what distinguishes this school from others. And in a moment of panic, I thought, “Houston, we have a problem.”

You see, this is a school that mounts aggressive recruitment campaigns with very healthy budgets. And the marketing is effective. It generates hundreds of inquiries and provides a school of over 1500 students with enough new students to offset attrition and maintain stable enrolment.

The problem seems to be that four years after they signed on, parents clearly can’t remember why they chose the school and what makes it different. The reality is that current parents don’t see all the fancy advertising. The expensive viewbook they were once given is gathering dust somewhere – assuming it was spared from the recycling bin. They don’t look at the admissions section of the website.

And yet current parents are any school’s greatest salespeople. If they can’t articulate the brand, the return on marketing investment isn’t going to be very exciting. So, what to do?
Here are some suggestions for what is not an uncommon challenge.

1. Live the brand. A brand is way more than a logo and a tagline. If the brand is that which truly distinguishes a school, then it is defined by the sum of all experience with the school. Every interaction has an impact on that brand. Based on that, the goal is to have everything that happens at the school – educationally, programmatically, even administratively, reflect the brand. It’s possible that although the parent in my story felt that she couldn’t distinguish what was different about the school, her description of her family’s experience at the school may in fact reveal unique qualities. If she’s living the brand, she becomes an effective ambassador.

2. Communicate the brand. Current parents should be just as much a target of communication efforts as are prospective parents. Knowing what’s going on in their kid’s grade one class isn’t enough. They have to know about the notable events and successes throughout the school. More importantly that communication should also reflect the brand. Whether you’re using e-newsletters, social media, websites or old-fashioned print, what you say and how you say it has to convey the values, priorities and essential characteristics of the school.

3. Measure the brand. Let’s start this one with the basics. You absolutely need to be surveying your parents regularly. Are they satisfied? What areas need improvement? How do they assess the quality of core curriculum components and key aspects of student life? Assuming that those elements are reflective of the brand, those questions are already measuring your success at conveying the intended brand. You can go further. Ask parents about the extent to which they identify with the principles that are at the core of your brand.

An interesting question then arises. What happens if parents don’t identify with those principles? Well, you have two choices. One is to redouble your efforts to live and communicate the brand. The second choice is more intriguing. Even though the brand being articulated by your parents is different than what you intended, it’s possible that brand is more authentic and equally attractive. Maybe you need to rethink the brand.

Any way you slice it, branding and marketing efforts must be inbound as much as they are outbound. That way, current parents become powerful brand advocates for their school – and you reserve your spine chilling moments for horror movies.

Brand hopes v. brand reality

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Every business or organization has two brands. Or, more accurately there are two facets to the brand.

Most of us are very aware of one of those. It is all the ways in which we present ourselves to various audiences – customers, donors, employees, and constituents. It is reflected in the messaging and aesthetics of websites, social media platforms, logos and print material. Savvy marketers know that is also expressed in the way people are communicated with when they interact with an organization.

But there is a second facet to your brand that is equally important but neglected by many organizations. It hinges on a more sophisticated understanding of what a brand is. Seth Godin defines a brand as

“the set of expectations, memories, stories and relationships that, taken together, account for a consumer’s decision to choose one product or service over another.” 

Your brand is determined by the way customers perceive your organization. There is a kind of tyranny in that. You can spend infinite resources on strategy and creative but your brand is only as good as people say it is.

We can take that a step further with this great comment from Susan Gunelius in a post on the Forbes blog.

"Remember, companies don’t build brands, consumers do by experiencing those brands, developing feelings for those brands and emotional connections to them, and talking about those brands with other people."

 Ouch! That’s pretty humbling – but absolutely the truth.

In fact, the folks at Social Fresh would advance the argument by saying that not only do customers build your brand, they have the potential to become part of the product itself. People often choose to buy, donate or affiliate because they become part of a community. That community in effect becomes a feature of the value proposition you are putting forth.

Now we can better understand my two facets analysis. Given these definitions of a brand, the outbound facet – the promotional material, the look, the messaging – is really the aspirational side to your brand. It is the way you hope to be perceived.

The second facet to your brand is what people are saying or feeling about your organization. That is the reality aspect of your brand. In a perfect world (think Apple) the two facets are in unison. People’s perceptions match the positioning and messaging of your marketing efforts.

In most organizations however the reality brand is not a perfect reflection of the aspirational brand. That demands attention and here’s what you can do.

1. Set the goal. Make sure your aspirational brand is well defined and therefore you know how you will measure brand success. What do you want people to be saying about your organization? How do you want to be perceived? That articulation of your brand will set the bar

2. Face the facts. Don’t be afraid to discover there is a gap between the way you want your organization to be perceived and the way it is. It’s not a failure. Brands are inherently dynamic and a continual work in progress. To improve your brand you need to actively seek to determine the size of the gap between your aspirational brand and the real brand.

3. Conduct research. This can be qualitative or quantitative. Yes, survey your customers or better yet, prospective customers. Consult your sales people or front line staff about what they hear through their interactions. Ask “people on the street” if they have heard of your organization and what their perceptions are.

4. Monitor. Whether it’s on social media sites, in parking lots, on op ed pages, or in grocery stores, take every opportunity to listen to what people are saying about your organization. This is where the real truth will emerge and you better be there to hear it.

5. Engage your community. Ensure your stakeholders have an idea of what your aspirational brand is. Provide them with a statement that goes something like, “We want people to think about our organization as …..” Train them to not just ambassadors but receptors so that they are sensitive to people’s perceptions and can report them to you.

6. Be open to change. It’s possible that people have positive perceptions of your organization that aren’t reflected in your outbound marketing. Perhaps those perceptions have the potential to create a powerful brand statement. As opposed to influencing perceptions, you may want to change your positioning to match those perceptions.

Being aware of both facets of your brand and working to making one an accurate reflection of the other will undoubtedly bring success to your marketing efforts.

What do you think? Do you buy the two-facet analysis? What do you do in your organization to make sure perceptions align with messaging? What suggestions do you have for others? Please comment.

What brand is your thank you?

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In a fit of fundraising heresy I posted this question on Linked In last week:

Does saying thank you really make a difference? Do you know of a research study that proves that thanking donors will lead to further or increased donations?

There was some method to my madness. I had just read the findings of a study conducted for AFP Canada by Ipsos Reid, entitled, “What Canadian Donors Want.” One of the conclusions reported was:

"Less than half agreed with the statement that not receiving a thank-­you message would decrease their likelihood of giving in the future (14% strongly agree, 31% somewhat). Fifty-­two percent disagreed with the statement (30% somewhat disagree, 22% strongly disagree)."

Stripping away the confusing double negatives, it tells us that 52% said that not receiving a thank you would not decrease the likelihood of giving in the future.  That seemed to fly in the face of fundraising fundamentals.

Being a proponent of data based decision-making, I decided to see if in fact there was research that could confirm the efficacy of thanking donors.

So, I contacted some industry experts and I posted my question. I received a number of interesting responses although none of them could point to studies that directly confirm that thanking donors will lead to improved results.

I was directed to research conducted by Penelope Burk that indicates donors say they will give again if they receive:

1. prompt, meaningful acknowledgment of their gifts
2. reassurance that their gifts will be directed as donors intend
3. meaningful results on their gifts at work, before they are asked for another contribution

But that speaks to intent and not actual results and in addition, the "prompt, meaningful response" was only one of three requirements.

There is interesting research at Donor Voice that shows that a significant number of donors feel that a gift should be acknowledged within two weeks. But that speaks to timeliness. Interestingly, 54% of donors said it didn’t matter how long a charity should take to say thank you. It occurs to me that’s pretty close to saying it doesn’t matter whether they say thank you at all.

Some seemed to feel that the answer to my question was immaterial. For example:

"Why would it matter? You are going to thank them because it's the right thing to do, anyway, so what difference does it make?"

Others responded more rhetorically and one of those responses unwittingly addressed what I believe is the core of the issue. Here’s what he said:

"Is there really a reason to consider not thanking a donor? If we found out it doesn't make a difference, how do we change our behavior?"

Well, maybe the AFP study has told us that it isn’t making a difference and that yes, we need to change our behaviour. I believe the research may indicate that donors have become cynical about “canned” thank you letters and emails. Perhaps they are saying that no thank you is better than a clearly automated thank you.

In commenting on the research that he presents at Donor Voice, Kevin Schulman says, “there are in fact a lot of donors who don’t care about the acknowledgment." He also speculates that there may be a segment of donors who are “annoyed by the constant stream of thank you’s” And then he addresses what I believe is the crux of the issue. He says, “… I’d further guess this is about … the way the acknowledgement is done.”

In the same way that organizations have to break away from the clutter to compete for donated dollars, they have to make sure that their acknowledgments also stand out. Thanking a donor just because it’s the right thing to do may be a wasted opportunity. If branding helps get the gift in the first place than the thank you ought to reflect that branding. The thank you is part of the brand experience and organizations should give a lot of thought to expressing gratitude in a way that is brand-consistent. This may include considerations like:

• the voice in which the thank you is written
• the design of the thank you
• content that accompanies the thank you
• the medium that is used for thank you
• who says thank you

I’d bet that organizations that give serious thought to the experience of being thanked see a great lift in gift frequency and amounts.

The last thing that organizations want is donors who say "no thanks" to being thanked.

I’d love to hear what others have to say on this and in particular would like to see some great examples of well branded thank you’s.

 

Both gift and sale are four letter words

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If organizations treated a gift more like a sale, they’d find out the two words have more in common than four letters.

There was a great post from The Agitator last week discussing the fact that fundraising organizations often concentrate on donor acquisition to the exclusion of donor retention. This, despite the fact that data clearly demonstrates that it is more likely to get an additional donation from a first time donor than a new donation from someone who has never given.

It made me think about how this issue is dealt with in the for-profit world.  In business terms, a donation is essentially a sale. And for enlightened companies the sale is the beginning of a process, not the end of one.

There’s an old sales adage that goes something like, “Sometimes the scariest thing that can happen is making the sale.” It may sound counter-intuitive but the point is that sometimes making the sale is easier than delivering the product. The principle is easy to understand in service industries or in cases where something is being custom made. But I would argue that’s its potentially true when any sale  – or donation – is made.

That’s because there’s an implied contract in every sale. Even when a finished product is at the centre of the exchange, there is an experience to be delivered. It could be the taste, the feel, the time saved, the utility gained or even the jealousy of others. Successful businesses worry about whether that experience is delivered. They understand that their brand is at the core of that contract. They know that the possibilities for future sales lie in meeting the expectations of current customers.

What’s the implied contract in a charitable gift? Answering that question will allow organizations to see the ways that they can increase donations from current donors and in fact attract new ones. The more practical question is what’s the potential donor experience that can emanate from making a gift and what can organizations do to make sure it is delivered? Here are some thoughts (potential experience in italics and action items below):

A personal sense of satisfaction.
Thank you notes, calls, videos that reinforce that feeling. Congratulate your donors for what they have done.

The ability to tell others about what I’ve done.
Recognize donors publicly. Use social media or other means to make it easy for donors to share what they have done.

The knowledge that I am helping people, supporting a cause or making a difference.
Regular communication that informs donors about the difference their gifts – in specific or in general – are making. Personal communication with a donor. Testimonials from those who have been helped.

The opportunity to find out more about an organization or a cause.
Develop a relationship. Inform donors about opportunities for further involvement – those of time and money.

The opportunity to do it all again.
If it was a rewarding experience the first time, odds are a donor will do it again. Don’t be afraid to ask. Often.

There are lots of other (and probably better) ways of defining the donor experience and figuring out how to deliver it. But recognizing that the donation – just like the sale – is just the beginning of the relationship is the key to growing your donor base and the quantum of giving to your organization.

So, what do you think? Is a donation really a sale in disguise? What does your organization do deliver on the contract that is made when someone makes a gift?

“Wow” is not the “how” of brand building

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Last week I read a post on the HBR blog that described two “wow” customer experiences. They really were amazing. One involved a tech company customer service rep who was on a very long troubleshooting call and upon hearing the client say that he was hungry, had a pizza delivered to the client’s office. The other involved an employee at a restaurant chain who delighted a three year old with a “ride” on his mop.

So your first instinct might be to think about all the ways you can create those kind of “wow’” experiences for your customers (or donors or parents). But here’s the thing. If you’re relying on those kind of out of the ordinary experiences to distinguish your brand, you’re making a big mistake.

The reality is that you can have an amazingly successful organization without ever having created one of “those” moments. Let me illustrate by looking at things in reverse. Let’s say you have a company that delivers a sub-standard product with salespeople who are generally less than attentive and one day one of your reps does something truly heroic. Guess what? You’re still going to have a lackluster brand that doesn’t get much attention.

The latest installment in John Moore’s Talkable Brand video series makes the point. The video tells us if you want people to talk about your brand, it has to be loveable.  And what makes a brand loveable? Things like always doing the right thing by customers, consistently delivering more than promised and keeping promises even it means losing money. These are all exercises in consistency. Great brands are defined by what they do every day – not just on a good day.

So what is the “how” of delivering a great brand experience? Whether it's for a business, a nonprofit or an independent school, I believe it revolves around three things:

1. Quality – you have to have the best possible people delivering the best possible product or service. Period. Good marketing can’t compensate for mediocrity.

2. Know your brand and make sure that everyone in the organization does as well. Seth Godin defines a brand as “[a] set of expectations, memories, stories and relationships…” Make sure you know the expectations you’re meeting, the memories you’re creating, the stories you want told and the relationships that you want developed.

3. Be consistent. Develop the systems that make it possible for your organization to distinguish itself in every interaction every day.  This involves things like quality control, research, staff training, professional development and incentive programs.

Counting on exceptional experiences to distinguish you brand is like developing online content designed to go to viral. They’re both not going to happen. Being strategic by knowing your target market and how to meet their needs – every day – is a much better approach.

What do you think? Is it really the “wow” experience that makes a difference? And if not, what are your “hows” of brand-building?

Forget about Viral. Think Strategic.

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If you want to create online content that will propel your business or organization, stop thinking viral and start thinking strategic.

First, let's be clear about something. Online content refers to videos, case studies, white papers, photos, blog posts, tweets, and anything else you post online (on your website or elsewhere) to market your business, school or organization.

Part of the inspiration for this post has been John Moore’s Talkable Brand video series. It’s really well done - informative, entertaining and inspiring. If you have any responsibility for marketing in your organization, you should watch it.

The third video in the series makes the case that Talkable is Bankable - if people are talking about your brand, they will consider buying your product. That’s pretty hard to disagree with.

But in the process of proving the effectiveness of word of mouth, I believe he has dispelled any promise that marketers may hold out for their content going viral. Citing a variety of sources, John presents the following data:

• The maximum number of people with whom we can have stable relationships with is 150

• 80% of our conversations are with the same 5 to 10 people.

• 62% of our conversations are with our strongest ties – spouses, family and close friends

• 80% of cell phone calls are with the same 4 people

• The average Facebook user has 130 friends and the typical Facebook user directly communicates with just 4 friends each week

What I see in those statistics is that people communicate in small circles. While this deals primarily with personal communication, my sense is that business communication isn’t much different. Our network of trusted sources is fairly small. The only hope then for any online content going viral is in the overlap between these circles of influence and I wouldn’t bet on that happening very often.

It also tells me that I may have 500+ Linked In contacts and over 1000 Facebook friends but the number of people who are going to really take action based on what I say or post is relatively small.

Add to the mix some research that was posted last month by Emarketer that showed most most consumers don’t mention brands on Facebook or Twitter. Perhaps even more surprising is that most internet users say they first learn about new brands, products and services from offline print media or word of mouth. Only 24% said they most frequently or often hear about them on Facebook or Twitter.

All of these stats say the same thing to me – don’t even think about content going viral. It’s not going to happen.

Instead concentrate on creating content that is strategic. Your content should be:

• Targeted – speak to the needs and interests of the segments most likely to buy your product

• Valuable – give users something (perspectives, information, creativity) that they can’t get anywhere else

• Original – your content should distinguish you from your competitors

• Believable – it’s got to be a genuine reflection of your organization and make promises that are deliverable 

• Brand aligned – content must enhance the experience you want users/customers to have when they interact with your company

• On message – make sure the language and positioning inherent in your online content is consistent with what’s on your website and in offline material.

If that’s not enough, my colleague Ruth Zive has 67 Content Strategies for you to consider in her new e-book. It's a great resource.

In the end, the promise of a million hits may be sensational, but the results driven by strategic content are far more attainable and ultimately more valuable.

Four essential marketing goals for 2012 – inspired by Cirque du Soleil

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I saw Quidam, my first-ever Cirque du Soleil production last night (I don’t get out much) and I was mesmerized, thoroughly entertained and very much inspired. It was clearly one of the most creative spectacles I’ve witnessed. Even though being there had nothing to do with business (it was my wife’s birthday present), my mind was flooded with the ways in which Quidam offers advice to all of us involved in marketing. So here’s my Cirque du Soleil prescription for 2012.

Be totally, completely, unquestionably unique
Cirque du Soleil is not only different than any other circus. Its different than any other live entertainment – with its own  character and ambience. And it was memorable. If I heard a snippet of the music or saw the flash of an image from the show, I’d recognize it in a heartbeat.

To survive and thrive, the brands we market, create or develop are going to have to be unique. OK, so you’ve heard that so many times that you’re about to close this tab, but think about it – and be honest. Odds are we’re not really distinguishing ourselves from the competition. We’re just part of the pack taking our fair share. To truly stand out, you’re going to have to dig deep – do some research (customers, supporters, employees, the public), soul searching, innovating and come up with a premise and a persona for your brand that is like no other.

Take chances but be prepared for uncertainty
The clowns in Cirque use people from the audience as an integral part of their performance. It’s an incredible risk. What if the chosen people do something totally unpredictable? It’s clear that the clowns are prepared for just about anything and are skilled at manipulating the “performers” while playing the audience.

In the coming year, charge into uncharted territory. Do something you’ve never done before or better yet, something your competitors have never done before. Create that campaign that will have people saying, “I can’t believe they did that – and I love it.” But, be sure you know the risks involved and have a plan (communications, crisis management, back-up campaign) in place in case it doesn’t work.

Sweat the small stuff – it makes a huge difference
While the acrobats and jugglers in Quidam deliver their performance there are all kinds of other things going on - dancers twirling, men in white spinning. people on stage having conversations. You might think these things would be distracting but they’re not. The balancing acts would be no less breathtaking without them but they are little flourishes that just add to the overall ambience – and make it unique.

It’s the small stuff – the attention to design detail, the unexpected thank you, the token of appreciation, the personalized letter – all the things you didn’t have to do but chose to do  - that will get and keep the attention of your customers and supporters.

Create ooohs and aaahs - don’t settle for second best
The unbelievable skill of Cirque’s performers and the perfection in all aspects of the production were key to the quality of the presentation. And yes, there were lost of oohs, aaahs and wows.

There is no substitute for excellence. We have to set our standards high – higher than they ever have been. The people we are marketing to are increasingly sophisticated and discerning. Whether on a conscious or innate level, audiences know the difference between good enough and outstanding. More importantly, they will demonstrate that knowledge in their purchasing or giving decisions. To achieve results  - which is the goal of all marketing - it’s going to take copy, campaigns, initiatives and tactics that create oohs and aaahs.

That’s my take on Cirque du Soleil and marketing in 2012. What’s yours?