Not For Profits And PR Planning

A charity would never think of providing food to the homeless without the proper arrangements in place? A not for profit would never schedule respite care without preparations? A green group would never save a river without researching the best ways to undertake the task. Not for profits continuously plan their next steps.

Yet when it comes to PR and marketing, many organizations work in a haphazard fashion, improvising as they go. The committee cries out. We need a brochure, build a Facebook fan page or get us on the evening news.  That is often enough for someone to be off and running with little thought of a larger marketing picture. 

Effective communication does not have to be elaborate or expensive. But it does have to be planned. A simple plan focuses efforts, ensures money is wisely spent and harnesses staff and volunteer effort into concrete actions which lead to a desired end point. A communication plan is as important as other key business and corporate strategies and flows on from these documents. In turn it contributes to their successful implementation.  You need a plan but it does not have to be complex.  

Unless your organization is small with only a handful of members you need to document your communication goals and activities. A written plan ensures everyone shares a common direction, removes doubt and allows your achievements to be measured. 

A simple, short document will meet the needs of most small to medium-sized not for profits. Often a four to five page plan covering a 12-month period will be enough to provide direction for your marketing and PR efforts.  

Communications plans vary between organizations but most identify:

• Objectives: the communications fundamentals to achieve.
• Audiences: the people you need to reach.
• Messages: what you want to tell people.
• Tactics: how you will get information to your audiences.
• A timetable: what happens and when.
• Budget: how much you have to spend and on what, over the life of the plan.
• Measurement: how you will measure your efforts so you can improve.
• Responsibilities: who is doing what and by when. 

Not for profits are dynamic organisations and change constantly.  For example you hire new staff, get new clientele or your funding varies. Therefore your communications plan should be flexible rather than set in stone and has to be vigorously reviewed and updated so it remains current and relevant.

Best Book of 2010

Of the ten or so marketing and PR books I have reviewed in the last 12 months  the stand-out is Repositioning: marketing in an era of competition, change and crisis by Jack Trout and Steve Rivkin.

 

Trout and Rivkin have written a book of uncommon wisdom for  the post Global Financial Crisis world.  They call on companies anxious to succeed, to adjust the perceptions people have either of them or their competition.  This mandates repositioning the competition and or competing all out on a simply defined value proposition.

Most managers are disinclined to attack the competition head.  It usually invites comparison, criticism and counter attack.  However Trout and Rivkin cite examples in the olive oil, luxury car, liquor and other industries where marketers have used this strategy  to  fence in the  competition and win.  

On the other hand  “value is the name of the game”. And companies can grow market share when they do something special, pioneer new technologies, compete on whole of life costs or introduce a premium.

This is an easy to read five star book for those after different ideas.

Become A Brand And Stand For Something

 A golden rule applies to each one of us whether we are politicians, business tycoons or on the frontline of community service.   

You must stand for something if you want to succeed.  This applies as much to not for profit organisations as it does to individuals.

Before you step out to communicate your value you must have a firm idea of who you are, what you do and why you are important to your cause, your clients and your community.

Having a strong sense of identity is critical.  It will guide how you work, what you say, who you engage and how and when you communicate.  In marketing this sense of identity is called branding and it influences how you deliver services as well as every aspect of your outreach.

In 2001 I worked for a national organization responsible for promoting community harmony among Australians from different cultural backgrounds.  The Federal Government had hand-picked high powered and accomplished professionals as Council members.  The organisation had dedicated and professional staff.  It had money and everyone expected big things. 

Within six or so years it had ceased to exist.  There were many reasons for its failure but a key one was it never defined its real purpose.  It never found a sense of brand which meant it lacked conviction when it entered the public domain.  A sad and visible result was a pattern of patchy and inconclusive communications.  At the time a friend seeing this wasted potential and lost opportunities summed it up concisely: if they want attention they must stand for something.

We are all aware of the big brands: McDonalds, QANTAS, Chanel, Bank of America, Lloyds of London and the like.  They behave in a consistent, certain way and when they speak they do so with clarity.  Small organizations need to have a similar sense of purpose or brand.  In fact it is even more important for them.  They lack the resilience and strength of larger organizations and unless they are strongly focused they are easily elbowed aside and overlooked.

Sometime ago I worked with a prominent community organization that provided in-home services for older people and disabled individuals.  The 35 person staff decided that to continue to succeed over the next 12 months collectively they had to come to:

• Show a consistent purpose.
• Deliver benefits clients, funding bodies, the media etc can readily see.
• Deliver those benefits to a high standard day in, day out throughout the year.
• Regularly reinvent the organization as community expectations changed.
• Communicate constantly to staff, clients and the key groups that shaped their environment.

These five points provide a pretty clear roadmap of what an organisation – or brand - must do to move from being good to becoming great.

But finally a word of caution.  Do not confuse branding with logos, colours and symbols.  The best graphic designs in the world cannot replace a sense of corporate purpose, clarity or commitment.  These essentials must come first.  The fancy blueprints for business cards, websites, office signs and the like can usually wait so beware the marketer who claims they are the mandatory first step.

PR on a Tiny Budget - Why I'm Writing A New Book

I am putting the finishing touches to my new book: PR on a Tiny Budget: How Not For Profits Can Communicate To Win Attention.

I'm motivated to write by one sad fact.  Today’s not for profits must be as good at marketing as they are at providing services.

In a perfect world sponsors, governments, communities and clients would know what  charities and others do and why they are important.  They would automatically give money, volunteer time and shower recognition on their staff. 

 

Unfortunately people are just too busy to naturally notice the good works going on around them each day.  They may catch an occasional glimpse but usually they are too time poor, cash strapped and attention deprived to notice and value the not for profits that enrich their communities.

On the other hand not for profits have wonderful individuals committed to doing something worthwhile, putting ‘something back’ or caring for others. Yet despite their enormous outpouring of time and effort, most strain to tell the stories of their great work.  Year in year out they grapple to win attention.  Put simply they fail to market themselves.

Why should this be so?  We live in the age of the marketer where selling yourself and what you do is essential for twenty-first century success. Silence may be golden but today it is rarely rewarding. Most not for profits lack the knowledge and skills to market or they devote insufficient effort or money to their communications. They are so busy just keeping afloat and providing essential services that outreach and promotion fall into the nice to have rather than the must have category.

This predicament can set up terrible anxiety and confusion for many managers and workers.  They know they must promote their organisation to attract more volunteers, carers, supporters and even clients. They know they must communicate to win funding and raise awareness of their issues and concerns.  But how and where can they find the talent, energy and effort, let alone the money to do all this?   

They face a dilemma and are caught between the rock of resources and the hard place of need. However there can be no place for weary resignation. Something must change.  In the post global financial crisis the long term survival of many not for profits in the end may come down to how they market as much as their good deeds.

So the reason for this new book.  It offers guidance - based on hard-won experience - on the essentials of effective marketing and the strategies and tactics needed to win the attention you deserve even though your budget is tiny. 

Hall of Valour: Current Campaign

I am currently involved with the national marketing campaign to promote the new Hall of Valour at the Australian War Memorial in Canberra.  The Hall of Valour holds Australia's national treasure of Victoria Cross medals, the highest award for bravery any Australian serviceman or woman can earn.

97 Australians have won the Victoria Cross and this new space tells their personal stories of courage, bravery and sacrifice in a dignified and moving way.