marketing land trusts
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Marketing That Matters:
Strategic Communication Principles to Profit Your Organization and Change the World
Randi Hogan, Vice President Lindsay Nichols, Director
Land Trust Alliance Rally 2008 Pittsburgh, PA
September 18, 2008
Agenda • Overview of strategic communication principles (30 minutes)
• Audience mapping (30 minutes)
• Break (15 minutes)
• Message development (1 hour)
• Role playing (30 minutes)
• Creating a strategic communication plan (30 minutes)
• Questions and discussion (15 minutes)
Marketplace snapshot and assessment
• Communication clutter
• What are the top issues that concern Americans/the people in your community?
• How do people perceive land trusts?
• What is our movement’s/organization’s marketing capacity/resources?
Marketplace snapshot and assessment
• What are your association’s top 3 goals?
• What are your top funding and marketing challenges?
10 Core Principles For Marketing That Matters
1: Don’t Fear Marketing Use Marketing as a Core Organizational Strategy
2: Know Yourself Build Upon Your Mission
3: What’s Your Definition of Success? Define Your Goals
Marketing Principles
4: Know Your Audience Be Aggressively Audience Centered
5: Question Conventional Wisdom Don’t Limit Your Audience
6: What’s Driving the Customer Decision? Communicate Value and Values
Marketing Principles
7: Emotion Trumps Data Connect With the Heart First, Mind Second
8: Build a Community Empower People as Messengers
9: Walk the Talk Be Authentic and Transparent
Marketing Principles
10: Use Your Platform to Change the World Leverage Marketing for Social Impact
Marketing Principles
Case Study
Map Your Audiences
15 minute break!
Develop Your Messages
Case for Support : • Problem
• Solution
• Strategy
• Right organization
• Investment
Develop Your Messages
The [state association] builds and sustains the quality and effectiveness of land trusts, as well as other organizations engaged in land conservation, drawing upon their collective expertise and resources to ensure responsible and successful conservation.
Develop Your Messages
We face a crucial time in land protection in [our region]. While for the moment, much of our [landscape] is still intact, the special places we protect – or lose – this decade will determine the character of our landscape forever. This decade is our last chance to safeguard the large remaining tracts.
The task is too enormous to face alone, so 13 local, state and national conservation organizations have joined forces as the [state association].
Develop Your Messages
Problem/Opportunity:
Solution:
Strategy:
Right organization:
Investment:
Small Group Work
Large Group Reporting
Role Playing
• Strategic Plan - Affirms mission and values: identifies goals, strategic direction and funding needs/priorities
• Marketing/Communication Plan - Reflects mission and values - Translates goals and strategic direction into marketing/
communication objectives and strategies
• Work Plan - Provides detailed implementation plan and operational
budget; assigns responsibility for tasks; identifies timeline
Levels of Planning
Marketing Plan Categories
• (Affirm mission and core values)
• Goals • Objectives • Audience
– Motivations & influences
• Strategies • Desired Results • Tactics • Resources/Budget • Timing
Creating a strategic communication plan
Goals Objectives What are you trying to do? These should be ambitious and bold, but achievable as well.
How will you know when you’ve accomplished your goals?
• Accelerate the pace of land conservation.
• Encourage strategic conservation.
• Ensure the permanence of conservation.
• Build strong land trusts.
• Number of strategic media hits have increased by x percent.
• Consistent messaging appears in media coverage.
• Brand messages are accurately conveyed through collateral and other communication materials.
• Stories are used to demonstrate the brand.
• The perceived credibility of Land Trust Alliance is enhanced.
Target Audiences What drives them?
Who/what influences them?
Who is in the best position to help you accomplish your goals?
What values do they hold and what motivations are relevant to the change you seek?
Who is in a position to influence your target audiences in the desired direction?
• Land Trust Professionals: executive directors of land trusts and other paid staff; land trust service centers
• Friends and supporters of land trusts: current and former board members, volunteers, land donors, philanthropic donors
• Political decision-makers
Clean air/water Food security Scenic landscapes Community Recreation Secure future
Environmentalists Attorneys Government Family/Friends Media
Creating a strategic communication plan
Strategies Desired Results How can you best influence the desired change in the audiences you’ve identified?
What specific measurements will tell you these strategies are working?
• Engage staff and board on new brand
• Create a core collateral package that conveys brand
• Develop a formal media relations program
• Engage in targeted direct outreach to key influencers
• Integrate brand into fundraising communication
• Audiences use stories to explain the benefits of land conservation and Land Trust Alliance’s services
• People are becoming members and champions of Land Trust Alliance
• Audiences are establishing relationships with government officials to advocate for land conservancy
Creating a strategic communication plan
Tactics What can you do specifically to motivate the change you seek?
• Develop a PowerPoint presentation and toolkit to use with brand training. • Shift the organization to a storytelling entity, with clear mechanisms to
capture stories collected from staff, board, land trusts, partners and supporters.
• Review content of all communication tools using the approved brand messages, voice and look.
• Create a basic PowerPoint template for use in speaking engagements. • Evaluate major local land trust victories or losses as a potential hook/entry
point for a larger trend story that can be pitched to national media. • Identify high-value opportunities to speak/present/showcase at major
national and regional conferences, symposia and meetings. • Provide online charity evaluators, such as Guidestar, the Better Business
Bureau and Charity Navigator, with updated brand messages, mission, vision and goals from the revised case for support.
Creating a strategic communication plan
Goals Objectives What are you trying to do? These should be ambitious and bold, but achievable as well.
How will you know when you’ve accomplished your goals?
Creating a strategic communication plan
Target Audiences What drives them?
Who/what influences them?
Who is in the best position to help you accomplish your goals?
What values do they hold and what motivations are relevant to the change you seek?
Who is in a position to influence your target audiences in the desired direction?
Creating a strategic communication plan
Strategies Desired Results How can you best influence the desired change in the audiences you’ve identified?
What specific measurements will tell you these strategies are working?
Creating a strategic communication plan
Tactics What can you do specifically to motivate the change you seek?
Creating a strategic communication plan
Questions/ Discussion
Free tips and tools for marketing and fundraising are available at: www.metgroup.com
Marketing That Matters
• About the authors: • Eric Friedenwald-Fishman, Creative
Director/President of Metropolitan Group • Chip Conley, CEO and founder of Joie
de Vivre Hospitality • Published by Berrett-Koehler, October
2006 • Part of the Social Venture Network (SVN)
book series • Goal of MTM: To offer a contemporary
approach to strategic marketing that helps change the world
• Available at your local independent bookstore and at powells.com, amazon.com
Metropolitan Group: What we do and who we help
• Practice Areas • Strategic
Communication
• Resource Development
• Intercultural Communication
• Organizational Development
• Focus Areas • Environment and
Sustainability • Heritage, Arts and Culture • Community and Economic
Development • Libraries • Foundations • Social Justice and Human
Rights • Children, Youth and
Families • Public Health • Socially Responsible and
Green Business / CSR
Washington, D.C. 202.380.3123
Chicago 312.628.1447
Portland, Oregon 503.223.3299
Metropolitan Group crafts strategic and creative services that empower social purpose organizations to build a just and sustainable world.
www.metgroup.com
Randi Hogan, CFRE Vice President 202.380.3114 [email protected]
Lindsay Nichols Director 202.380.3116 [email protected]