Gen Z Marketing
Gen Z is the generation who have never been off-line. The younger siblings of millennials, they are young people born after 1997.
How much space do we occupy?
Have you ever thought how much space your business occupies in the minds of clients or customers?
Why is this a crucial question?
- Published in marketing, Psychology
Content Marketing for Not-For-Profits
One of the ongoing consequences of COVID has been the recognition of many not-for-profit organisations for the need to have an online presence. Like anything worthwhile, it takes a willingness to commit time and energy to build the organisation’s online presence and keep it up to date, relevant, and engaging.
In the busyness of meeting client demands, many organization’s websites grow irrelevant, out of date and out of touch with clients, the community, and funders. Senior managers in not-for-profit’s must remember that content marketing is essential in driving revenue, brand visibility and engagement with the broader community [1]. For example, it is increasingly common for organisations that provide funding to go to an organisation’s website as part of their decision-making process.
What is content marketing?
Content marketing is creating and distributing valuable, relevant, and consistent information to attract, retain and ultimately drive customer or client action[2]. Many not-for-profit’s ignore content marketing thinking it is only for-profit businesses or companies that sell a product. Yet, most not-for-profits want to communicate the needs of the client group they are serving and drive action from the wider community. Hence, it is in:
- Communicating the need of the client group/s.
- Encouraging donations; and
- Driving action from the wider community.
Not-for-profit organizations need to understand and use content marketing [3].
How can the not-for-profit sector start to use content marketing effectively? The advantage for many not-for-profit organisations is the power of the message they have to share. However, many not-for-profit’s share the need they are dealing with rather than their service’s impact [1].
It isn’t that the need is not necessary; the volume of demand can be overpowering. People want to feel they are making an impact or contributing to something that is making an impact. This is where it is essential to understand the psychology of giving.
When we work for a not-for-profit organisation, it is easy to fall into the trap of thinking everyone should contribute to our cause. However, community members have multiple organisations with equally important missions seeking their donations as well. We need to understand the psychology of giving and use it to ensure our content marketing increases donations and community support
This is where following the PSI method can be useful:
- The problem your organization exists to solve.
- The solution is what your organization is doing to solve the problem.
- The impact is the impact of your organization on the problem. It can also be helpful to mention what happens if the problem is not solved.
Don’t forget the importance of communicating options for how community members can be involved. Again, this comes down in part to understanding the psychology of giving. When people have options around their contributions, they give more than when asked for a fixed amount [4]. When we need donations for large projects that provide impact and benefit, it is better to be specific because we can draw on the project to discuss impact.
However, it is helpful to use content marketing to demonstrate the different options people have to contribute to the organisation.
Developing compelling content marketing involves mentally stepping outside the organisation’s parameters and thinking as a community member who knows nothing about what your not-for-profit does. This can be a challenge when we are caught in the demands of meeting client needs.
Engaging external content marketers who are familiar with the not-for-profit sector can be helpful. It is easier for organisations such as Tonic to understand stakeholders’ primary drivers for why they would like to be involved with your organisation. Our team also has experience in knowing the communication channels that are most effective for reaching stakeholders and the messages and themes that will resonate with them.
Why spend time on developing an excellent content marketing strategy? As we said at the beginning, it:
- Communicates the need of the client group/s.
- Encourages donations; and
- Drives action from the wider community,
This takes the awareness of your organisation to a higher and measurable level so people can engage on a deeper level and take action to assist you in achieving your mission [5].
The time, energy and finances spent on content marketing is investing in the ongoing success of your not-for-profit organisation.
[1] https://marketinginsidergroup.com/content-marketing/nonprofit [2] What is Content Marketing? (contentmarketinginstitute.com) [3] https://marketinginsidergroup.com/content-marketing/nonprofit [4] ibid [5] https://prosper-strategies.com/nonprofit-content- Published in marketing, Not-For-Profit, Psychology
Content Marketing vs Storytelling
Content is king. It can also be the Joker. Good content may generate likes, but unless the content we are using is building trust, credibility, and engagement, we are focusing on vanity statistics…
- Published in marketing, Psychology
For Profit and Not-for-Profit Nexus in Marketing
In a previous blog we considered the different models of connection between for-profit and not-for-profit organisations that allow them to build strong partnerships to the mutual benefit of both organisations.
Another important area where there can be a nexus between for-profits and not-for-profits is in the area of marketing and communication. Marketing and communication are often a challenge for not-for-profits of all sizes for different reasons.
Small to medium size not-for-profits often struggle to have sufficient funding to allocate towards marketing and communication. For the majority of not-for-profit organisations that have been established to meet community needs, the need of the individual takes priority. Hence, when there are increasing numbers and complexity of client needs, it can be difficult to allocate funds for marketing and communication. It can seem to be a false priority and waste of funds.
However, such thinking needs to be critically analysed. While it may be difficult to make a budget allocation for marketing and communication, it is also the case that to attract funding and grants an organisation needs to have a strong profile that is recognised within the community. Marketing and communication tools enable an organisation to build such a profile which will assist it in grant and funding applications. For example, deploying Search Engine Optimisation (SEO) on the organisation’s website is one way to begin building the brand profile.
Using skills and expertise of for-profit organisations specialising in communications and marketing to build the organisations profile is a great way to build the nexus between for-profit and not-for profit organisations. Most for-profit organisations that specialise in marketing and communication do understand the challenges faced by a not-for-profit organisation and can tailor their suite of services to meet the needs of small to medium sized not-for-profits.
Larger not-for-profit organisations are in a different situation to their smaller and medium sized counterparts. They will often have a budget allocation for marketing and communication; consequently, they have a higher profile and are well known in the community. They have a media presence, an established on-line platform and often an extensive CRM that enables them to message and communicate with their client base.
Larger not-for-profit organisations will often have an in-house communication team, this can be both an advantage, and a disadvantage. The advantage is the in-house communication team knows the messaging that is consistent with the organisations profile. The team knows what language to use for particular messages. However, the disadvantages and challenges of in-house communication teams are often not considered. There are two particular challenges larger not-for-profit organisations need to guard against with using in-house teams.
The first challenge is the gradual insularity of the organisations messaging. Over time, unless the organisation invests in focus groups and data collection that demonstrates the shifting interests of their client group, the message will drift from what clients want to hear to what the organisation thinks the clients want to hear.
The second challenge is that with the rapidity of changes in technology and communication, unless the organisation is investing heavily in keeping in-house teams current with changes, there is the risk that in-house teams will fall behind advances that are being made in the industry. This can also impact on the effectiveness of an organisations messaging and communication.
Using for-profit communication and marketing providers assist in avoiding these challenges. For-profit organisations will enable larger organisations to test their messaging and ensure it speaks to their client groups and for-profit organisations are more likely to stay current with changes in technology and practice because their survival depends on remaining relevant.
There is a strong nexus between for-profit and not-for-profit organisation in marketing and communication. It is knowing how to utilise this nexus for mutual benefit.
- Published in marketing, Not-For-Profit
Understanding your data
Do you know what your organisations digital business strategy is? Are you clear about the value of a digital business strategy for your organisation?
Nudge Theory
Choosing an apple or banana when paying for petrol because the fruit is where we pay or snacks in a vending machine replaced by healthy choices are examples where customers are nudged in their decision-making process.
- Published in Data, marketing, Psychology
Chess vs Checkers
Are you more of a chess or checkers (draughts) player when it comes to planning and implementing a strategy in your organisation? These boards games generally played amongst friends, unless you play chess competitively, can assist us in reflecting and thinking about our style of leadership and implementing strategies.
Customer Life-Time Value
We give lip service to the importance of customers and clients. For businesses impacted negatively by COVID, whether we are B2B or B2C, maintaining, and indeed growing a solid base of loyal clients will be the difference between success and failure, there it is crucial to know the value of our most important asset.
Centrality of Clients
In an environment still coming to terms with the impact of COVID, businesses in both B2B and B2C areas are asking themselves, if they can rely on the loyalty of customers they had prior to January 2020?
Customer’s priorities have been impacted by the uncertainty and fear they have felt and by losses they may have experienced. How B2B and B2C businesses pivot and adapt to changing customer experience will, in large measure, determine their ability to consolidate and grow.
While there is much talk about the importance of the customer or client, often there is a disparity between the talk and the practice of the business. A subtle, unconscious inertia can pull organisations into being company centric rather than customer centric, almost without them realising what is occurring. In an increasing digital age and with the impact of COVID, organisations have a window of opportunity to review their practices and build a culture and practice which places the client at the centre.
Organisations that are company centric, channel the customer through a linear series of interactions that allow the business to control both the process and the interactions. However, customers rarely follow stepped out journeys. Instead, they follow their impulses, urges, whims, and preferences often in unplanned moments of opportunity. This means organisations need to understand these unplanned moments and provide opportunities that allow clients to make decisions to achieve their original intent.
The customer-centric, purpose-led approach is even more important for B2B organisations because longer buying cycles means keeping clients engaged in longer journeys that have more interaction points. This means more people, each on their own journey with their own purposes depending on their role resulting in a multi-layered client journey which is more challenging than an interaction in a B2C environment.
How do we create a stronger customer-centric environment?
The first step is to shift our thinking from a transactional perspective which is simply a buy/sell dynamic to one where both organisation and client are viewed in a symbiotic relationship. A symbiotic relationship is one that is mutually beneficial. In other words, we change our perspective from seeing the client as a path to achieve a purchase to viewing our relationship with the client as a means to achieve their purpose.
One of the ways businesses do this is by focusing on moments that matter to clients. Accenture, in research found there are specific client interactions known as “moments that matter” that have an outsized influence on customer happiness and loyalty. There are three moment that are particularly relevant; when a customer pays a bill, upgrades or changes services or calls with a technical question or billing issue. In considering these three moments that matter, organisations can boost customer happiness and achieve brand advocacy & loyalty.
This information provides the second step. It is easy to fall into the trap of thinking that to “delight our customers”, a phrase used by Jeff Bezos businesses need to provide them with something new and different. In fact, what delights clients is the opportunity to deal with businesses, with less effort. Life for clients is complicated enough, where businesses can remove friction from the customer experience and provide smooth, efficient, and fast service, they provide delight.
Removing friction from the customer/client experience provides small and midsized B2C and B2B businesses with a window of advantage, for while larger organisations may have greater resources, there is often, as mentioned a cultural inertia to change that allows opportunities for more nimble companies to better align with customers’ purpose and forge new relationships that strengthen loyalty between them and their clients.
Becoming customer-centric takes commitment and a dedication and willingness to look at every aspect of our business. It takes work to work against the inertia that drives businesses back to being company-centric. Yet, if we want to stand out to customers and clients, we need to walk the path of finding out and meeting our clients’ purpose.
[1] Designing Customer Journeys for the Post-Pandemic World (hbr.org) [2] Designing Customer Journeys for the Post-Pandemic World (hbr.org) [3] ibid [4] Portrait Of The Customer-Centric Legal Function (forbes.com) [5] Designing Customer Journeys for the Post-Pandemic World (hbr.org) [6] Customer Experience Can Be Data Driven—Here’s How (forbes.com) [7] ibid [8] ibid [9] Portrait Of The Customer-Centric Legal Function (forbes.com) [10] ibid [11] ibid [12] Designing Customer Journeys for the Post-Pandemic World (hbr.org)- Published in marketing
