Know-How Exchange : Student Questions

I think a comprehensive internal branding plan is at least part of the answer. First, the company would have to have a defined branding personality - something genuine, and based on both existing impressions of the company as well as aspirations. Management buy-in all the way to the CEO is critical. And of course, part of the branding personality should reflect that customer-centric objective.

The objective of the internal branding plan is to make employees understand and live & breathe the brand, and the company values. Tactics in the plan might include communication vehicles such as company-wide meetings, newsletters, sales or employee communication toolkits, and promotional items.

I've also found that the "me first" mentality sometimes arises in a vacuum -- when there's a lack of information about the customer, the value the company brings, or the industry. So providing a system to share information (like case studies, industry newsletters, etc.) could be important. If there's a way for employees to interface with the customer, that could also help them understand the environment better. Each time I go to a tradeshow I come back with an approved ability to talk to customers and can better articulate our unique value.

Mack this is an issue with many companies--fact is they're apart from their customers so much of the time that it's all too easy to lose clear focus of what they want, need and are interested in. (And this applies to all companies, not just nonprofits.)

As much as possible, marketers need to create channels of communication with their markets--be that through customer advisory boards, setting up private communities (like many are doing through "communispace"), one-on-one interviews and monitoring feedback in online conversations (threads that are publicly posted). In these ways marketers are getting feedback from their markets instead of one another--it not only provides a "reality check," it illuminates a lot of opportunity (and can lower their risk insofar as messaging and successful campaigns).

Funny, this is the same question we grapple with every day, trying to convince companies and clients to cede a little control of their marketing message to the audience.

As CK points out, it all starts with listening. It's amazing what can be learned when you open up to what others are saying.

Mack: Are we talking about "customers" as recipients of good works or "customers" as donors?

I don't have a canned answer, but here's where I would look if we're talking about donors:

Mutual self-interest. Where do the needs of the donor and the needs of the organization intersect? What greater purpose do they simultaneously serve?

This accomplishes two things:
1. It establishes a bond between the donor and organization based on shared goals and authentic relationships.
2. It clearly outlines how the donor will be rewarded for his or her contribution (even if that reward is self-actualization).

What can be done to foster a change in the culture? I think a big thing is to remember that the non-profit is seeking to change lives by changing the behavior of its customers. The non-profit is not out to merely convince but to convert. I think the key to radically changing behavior is through the heart. Focusing on the customer's heart by definition means focusing outwardly.

A non-profit that forgets it's in the change business will try to circumvent the heart and go for the mind with logical and selfish reasons why you should help (e.g. because it is the right thing to do). But the truth is, there is no shortcut to the heart.

Great question Mack, and follow through Cam with mutual self-interest, and return volley Mack on better marketing.

I don't have an answer to changing internal culture. It's a bit of a pickle because I see non-profits as having somewhat of a dual-product atmosphere (I'll save that for another post).

But I do think better marketing is definitely in order. I think it's paramount to effectively show how funding dollars are being spent. There are many people that are a bit wary of giving, especially to bigger organizations. Donors need visibility on Return on Investment, so the feelings of actualization/warmth/good karma, will develop. That's the main product you're selling donors; unless you're taking a chocolate bar / incentive approach - then the reward ratio is a little different.

With our now connected world, it's technologically easier to provide proof of concept (new donors), and return (completed projects since donation), through video. If I was a multimedia engineer, I'd jump on the opportunity to craft a grassroots media plan through a Flickr/YouTube/Facebook/etc. group so volunteers and staff members can provide continuous feedback on project developments.

Copy is still great, but multimedia helps a lot. Especially since production (ubiquity of digital cameras, and growing ease of filming) and distribution (online, cable advertising) is becoming less painfully perceived.
The less people have to read, the better. The quicker we can deliver an effective message and prompt to action, the better. If a video, livecam, pictures, volunteer blogs can work well...use 'em. Let's just remember to have those little actions for next steps wherever we can place them. Sharing (embed, send-to-a-friend) would be great too.