Marketing Strategy Deck for Nonprofit

In the last presentation, I gave a brief overview of the marketing strategy for CSA. In this presentation I dig a little deeper, going into a little more detail and concluding with a starting list of action items (homework! :>) for the Board as well as Marketing. Please note: there is an Edit symbol (blue pencil) on the top left corner of most of the slides. It’s meant to indicate a request/option for you to edit the content as needed.

1

Just a brief overview of what I will be covering.

2

Before we dive into the specifics of the CSA, here is a brief marketing intro– inspiration and quotes from marketers of some of the biggest companies around.

3

http://associationsnow.com/2013/10/change-or-die-the-new-marketing-imperative/

4














According to a New York Times report, the executives, representing some of the most influential corporate brands in the country—Coca Cola, Wal-Mart, General Electric—said that to keep pace with technology and social changes, marketers must be adept at adapting. http://associationsnow.com/2013/10/change-or-die-the-new-marketing-imperative/ 5

http://www.nytimes.com/2013/10/07/business/media/marketers-chase-the-rapidly-evolving-consumer.html?ref=media&_r=3&
















6















7















8














The questions (and answers) on this slide are important– it should drive what we do and vice versa.

9

Another way to look at the CSA foundation.

13

This is an important slide, perhaps the most.

14

(Next section)

15

This next set of slides takes a closer look at our Target Populations and the Channels we use to reach them. The aim is to define the purpose for each, what we are trying to achieve, and how we are going to do it.

16

In the next set of slides, I discuss each of our target populations and conclude with a Vision, Mission, and End Goal for CSA for each. These three items should be decided and agreed upon for the organization, and any decisions/actions we take should keep in alignment and be based on those guiding principles. The target populations include: • Members • Public • Legislators • Affiliates – organizations • Affiliates – industry

18

For every targeted grouped, I ask the same two questions– above. There should be an answer for each group.

19

More specifically for members… (see red print).

20

This is a starter list I’ve come up with. What can you add to it?

21

Note on financials:

23

Edu-tainment = Education + Entertainment

26

Blog: 2013 Aug 19 “It’s unacceptable that we are recognized as leaders in patient safety, yet current quality reporting systems do not recognize the contributions we make and the superiority of physician-led anesthesia outcomes. It’s unacceptable that Medicare pays us at the lowest rate of all physicians. It’s unacceptable that the government allows nurses to claim to be our peers. Here is what we need: “We [Anesthesiologists] need recognition that we are physicians, with the education and the clinical judgment to inform our decisions. We need fair payment—NOT reimbursement—for our professional services inside and outside of the operating room...”

27

These statements are sentiments I’ve gathered since I began working at the CSA. Since I’ve heard them a number of times from varying sources, I think they are important and need to be addressed. Recognition of a ‘problem’ is the first step. Now, the golden question is: What are we going to do about it?

28

I’m not an expert in the legislation department, so please bear with me and add/edit liberally :>

32

Summary.

43

Again, another way to see how our foundation (our groundwork, or underlying principles) is the stepping stone and guides us in what we do. Vision

Best care, safety, health outcomes for patients requiring anesthesia Mission • To be the #1 resource in anesthesiology • Education and advocacy are our top priorities

44

In the next set of slides, I discuss each of our channels we use to reach our target populations and, for each, conclude with the group we are trying to Target, Purpose, Tone, Areas of Focus, and End Goals for CSA. These items should be decided and agreed upon for the organization, and any decisions/actions we take should keep in alignment and be based on those guiding principles. 45

This is a quick overview of our channels and briefly what I think each major category should accomplish.

46

These are my personal first impressions of the blog. I think it needs to be clarified and clear who this blog is for and what it’s about. Accordingly, how it’s written (directed to) and what topics are covered need to be purposefully crafted.

50

To organize and broaden the topic/audience ranges, I suggest adding a top nav bar that clearly categorizes blog posts, allowing readers to find and read their topics of interest quickly and easily. Here are some examples of how it’s implemented.

51

The NYT Well Blog categorizes their blog nicely, utilizing a top nav bar as well as side bar. Moreover, I like how each contributor listing gets a headshot, description of who they are, and includes a Twitter handle (some way they can be reached– side note, which you will later see, the more folks we have on social media, the better :>).

52

Like a recipe blog, the CSA blog can be categorized multi-dimensionally as well, to facilitate readers’ search for desired content.

53

These are some suggestions for one dimension of the blog categories as the top nav bar.

55

These are some more, random suggestions, in no particular order.

56

I read through the past several issues of the Gasline newsletter and color-coded topic commonalities. Notably, the one in red would have been a great post for our own blog vs. just redirecting our readers to Kevin’s.

59

Consolidating the color-coded topics into one list, here is what is typically covered in newsletters.

60

I think newsletter items can be published/shared elsewhere. Here I show where.

61

My initial conclusions about the newsletter is that we should spend our time developing and improving the quality of the other, more weighty content we produce on the other channels and utilize those outlets to share the content that the newsletter dispersed. Once we have a handle on the quality/quantity of our content via these other channels, I think we can then revisit whether we still find a need for a newsletter. Temporarily, though, I think it can be put on hold.

62

I didn’t spend too much time fleshing out what I think the Categories for the Bulletin should be. I meet with Dr. Champeau and Sally next week– I think I am likely to have a better sense after that meeting.

66

In the next set of slides I give a brief social media intro/pep talk and then seek a Target group, Purpose, Areas of Focus, and End Goals for each social media outlet. Note: I lump Facebook and G+ together.

68

In other words, times, people, and technologies change. Accordingly, we have to follow suit and modify/integrate our strategy to keep up those changes. http://www.sas.com/resources/whitepaper/wp_23348.pdf 69

http://www.sas.com/resources/whitepaper/wp_23348.pdf


70


Note: I think our LinkedIn account can utilize Company Pages and Group Pages, each used for different purposes and targeting different groups. The Company Page should be public and targeted to the public/professionals, and the Group Page can be exclusive, for members only, with more liberal, internal postings as desired.

75

I’m still debating whether we should implement this or not. Depending on the design/functionality of our new website, it’s ideal to have as much activity like this (for internal members) on our own site vs. third-party. I think the generation of a page like this should be further discussed but just throwing it out there as something to keep in mind.

76

As we master our foundation social media channels, I think we should continue to explore more ways in which we can spread our message/get our name out and reach wider audiences. The more channels we have, the more people we are likely to reach. According to the HBR/SAS study on social media, effective users tended to have ≥4 social media channels. That said, quality over quantity. Once quality is mastered/manageable, then we should continue to expand (not before that though). Content is king.

77

These next few slides are admittedly quite hard to read but they’re more to give you (yet another) visual on how the pieces build upon each other and fit together. Take it as that (and please note block-sizes are not proportionate to anything other than quantity of text and how PPT handles the containers used to hold them).

78

We made it. Here (and the next slide) are the summaries of each communications channel. These will guide us in everything we do on those respective platforms.

82

In addition to laying the foundation of the content and strategy of our communications channels, it’s important to also set goals and benchmarks. These will help give us insight into what works, what doesn’t, and how we can improve our future strategies.

84

Moving beyond communications, here is a starter list of things we can do to further enhance our marketing efforts.

85

I debated to put this at the beginning or end, and decided the latter in hopes to leave a lasting impression. Our website should be our #1 top priority. As I mentioned in an earlier slide, it is our everything, our hub, our home. It is where we want the most traffic and where we want to house all the resources for everyone we serve (that is, everyone). Our website is through which everything we have to offer can be found. I’ve highlighted the area Marketing needs the most help from the Board/members– content. Remember: Content is king. What resources/articles should be on the website? Please help generate a list of items that would be helpful. From there, we will search out writers to help produce them.

86

Here’s a starter list of what needs to be done.

88

Marketing Strategy Deck for Nonprofit

Marketing

Transcript of Marketing Strategy Deck for Nonprofit