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Answer Upon - Getting Attention Survey Finds Most Nonprofits Not Using Marketing Plan, Need Strategy Help
Determining the value of a business you are considering purchasing is a tricky subject. Most owners think their businesses are worth far more than they are. And in the end the true value of anything is determined by what a willing seller is willing to sell it for and a willing buyer is willing to buy it for.Step one would be to acquire the use of West’s Business Brokerage Handbook and skim through the rules of thumb sections. If you are looking, for instance, at a dry cleaning business Tom West, the author, describes the nationwide average values of dry cleaning businesses using either the gross sales percentage method—usually from .75 to 1.5 times the annual gross sales; or the cash flow method, which is usually 2.5 times t
A lucky 10% reported that their leaders fully support and understand their marketing work. But 63% responded that although they receive some degree of support from leadership, their work is still little understood.
Recently I was interviewed by Marketing Magazine, a local magazine in Singapore that keeps close tabs on the marketing strategies companies of all sizes use to reach out to their consumers. I thought that this is an excellent case study of how important positioning, branding and marketing are for your business.For their feature story on Branding, the magazine asked for my comments on Creative Technology’s (renowned for its sound card and MP3 players, and most recently for its legal tussle with Apple) branding efforts. While I’m a fan of Creative, I have to say that their branding leaves much to be desired. In particular, comparing the arch rivals of Creative Tech’s MP3 players vs. Apple’s iPod, it is easy to se
As a matter of fact, findings from my recent survey of over 200 nonprofit communicators showed that more than 60% of the respondents did not have a marketing and communications strategy.
Even those who did have a plan, shared the following problems:
- The plan isn't followed.
- There's no budget.
- The environment (in which the nonprofit works, or within the organization) has changed dramatically, making the plan irrelevant.
Those nonprofit communicators who are "planless" report that they do a lot of talking about creating one, but first need to develop leadership support for the process.
Equally compelling, more than 89% of respondents said that learning more about strategy (why, what, when and how to communicate) was either "important" or "critical" to them.
Most striking were these findings, highlighting that nonprofit communicators:
Face Three "Greatest Challenges" Respondents consistently pointed to three "greatest challenges" faced in their everyday work. These are:
1. Getting buy in (strategically, and in terms of resource allocation) from colleagues and leadership.
Respondents reported that colleagues, leadership and board members frequently don't see that program success is dependent on effective marketing. They frequently have absolutely no marketing insight.
A lucky 10% reported that their leaders fully support and understand their marketing work. But 63% responded that although they receive some degree of support from leadership, their work is still little understood.
A
For most of us, we spend a huge proportion of our waking lives working. Unless you’re independently wealthy, this can’t be helped. But the day has long since past when we have to view our work as a necessary evil. If you’re committed to it, you really can find work that you enjoy, that fulfills you and that eliminates the dreaded Monday Blues forever.But how do you find that work? Well, the first thing to do is look at what you already enjoy doing outside of work. Is there a way for you to turn a hobby into a living? Can you envisage yourself doing that? Does the idea excite you?Some other questions to ask yourself: If you were independently wealthy but chose to work anyway, what would you choose to do? If you could wave
Even those who did have a plan, shared the following problems:
- The plan isn't followed.
- There's no budget.
- The environment (in which the nonprofit works, or within the organization) has changed dramatically, making the plan irrelevant.
Those nonprofit communicators who are "planless" report that they do a lot of talking about creating one, but first need to develop leadership support for the process.
Equally compelling, more than 89% of respondents said that learning more about strategy (why, what, when and how to communicate) was either "important" or "critical" to them.
Most striking were these findings, highlighting that nonprofit communicators:
Face Three "Greatest Challenges" Respondents consistently pointed to three "greatest challenges" faced in their everyday work. These are:
1. Getting buy in (strategically, and in terms of resource allocation) from colleagues and leadership.
Respondents reported that colleagues, leadership and board members frequently don't see that program success is dependent on effective marketing. They frequently have absolutely no marketing insight.
A lucky 10% reported that their leaders fully support and understand their marketing work. But 63% responded that although they receive some degree of support from leadership, their work is still little understood.
Third world governments plan and make strategies and show their commitment to efficient and sustainable use of water. But, while implementing these strategies into action, executing agencies always make mistakes, mostly due to organizational inefficiency and incompetence. The Capital Development Authority (CDA) is the Civic Authority of Islamabad, the capital of Pakistan, responsible to provide save drinking water to city dwellers. Currently, the CDA gets 75 million gallons of water daily from different sources for the population of 6,350,000 but massive leakage in water supply system means city dwellers receive contaminated and short supply of water owing to lethal combination of bad water governance and incompetence.Instead
Those nonprofit communicators who are "planless" report that they do a lot of talking about creating one, but first need to develop leadership support for the process.
Equally compelling, more than 89% of respondents said that learning more about strategy (why, what, when and how to communicate) was either "important" or "critical" to them.
Most striking were these findings, highlighting that nonprofit communicators:
Face Three "Greatest Challenges" Respondents consistently pointed to three "greatest challenges" faced in their everyday work. These are:
1. Getting buy in (strategically, and in terms of resource allocation) from colleagues and leadership.
Respondents reported that colleagues, leadership and board members frequently don't see that program success is dependent on effective marketing. They frequently have absolutely no marketing insight.
A lucky 10% reported that their leaders fully support and understand their marketing work. But 63% responded that although they receive some degree of support from leadership, their work is still little understood.
Recently, a teacher whose class regularly scores top marks shared her secret for team building success with me. "It's easy," she told me. "Each week, we set a goal as a class. If we've reached the goal at the end of the week, I treat the class to pizza and a game and then we sit down and plan next week's goal."There in a nutshell is a tried and true strategy for building and maintaining successful teamwork that any corporate event planner should take to heart. My teacher friend's Friday afternoon 'pizza party' serves a triple function - it recognizes the work achieved, rewards the team for their work, and serves as a springboard for the next goal. To be successful, a corporate event should do three things - recognize, reward and
Face Three "Greatest Challenges" Respondents consistently pointed to three "greatest challenges" faced in their everyday work. These are:
1. Getting buy in (strategically, and in terms of resource allocation) from colleagues and leadership.
Respondents reported that colleagues, leadership and board members frequently don't see that program success is dependent on effective marketing. They frequently have absolutely no marketing insight.
A lucky 10% reported that their leaders fully support and understand their marketing work. But 63% responded that although they receive some degree of support from leadership, their work is still little understood.
Ireland isn't going to be the next Calcutta or Mumbai. It isn't trying to be the back office customer care contact center Mecca of the Western world. Which is probably just as well.What it does want to do is build its position as a leading European provider of the next business stage up from contact centers - contact center plus, if you like - offering serious technical support and a whole range of services way beyond giving simple solutions to straightforward customer inquiries. Some are operated by outsourced suppliers but most in Ireland are managed by the companies they serve.Here, staff are dealing with the entire internal communications system for vast, multi-national operations. They are handling not only tradition
A lucky 10% reported that their leaders fully support and understand their marketing work. But 63% responded that although they receive some degree of support from leadership, their work is still little understood.
As one respondent wrote "Our team's greatest challenge is being taken seriously by senior management, who often make communications-related decisions without our input." Another commented that leadership "wants branding but never thinks about audiences; wants coverage but believes its real only when it’s a story in the New York Times."
2. Creating brand or name recognition to build and reinforce awareness.
Many respondents pointed to the lack of brand as a deterrent to marketing success. But it's a catch 22. Most nonprofit communicators lack the time, budget and/or expertise to develop a high-impact brand. One respondent pointed to her "inability to identify a clear message that we're all comfortable in communicating, much less specific audiences with messages tailored to each."
3. Lack of time and budget to do all that has to be done.
The respondent who summed it up as "too many competing priorities," seemed to be speaking for the 69% of respondents who pointed to the lack of time and money as a huge barrier to success. Not an uncommon problem in the workplace. But when you're supposed to be producing, the problem is a big one. Another writes that she finds herself "getting bogged down in the day to day, leaving no time for planning, analysis or creative thinking."
Are Striving Develop Skills In Several Areas Over 80% of survey respondents identified these topics as "important" or "critical" areas in which they need to strength
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