Jim Beam is launching a new product called Red Stag and has entered into a deal to sponsor Kid Rock's tour this summer. They've added a cause component where 50 cents from each ticket will be donated to Operation Homefront. I'm wondering what the details are on 50 cent donation, specifically how much Operation Homefront will really get. Odd that they aren't transparent about this.
Friday, May 29, 2009
Wednesday, May 27, 2009
Thain as Honoree
When I moved to New York from San Francisco in 2003, I was shocked that nonprofits still held fancy events and sit down dinners. I knew that this event model wasn't a money maker and at the time, I thought everyone was moving to an online format or doing something more creative to generate revenue. Welcome to New York! I quickly learned that the social scene was dependent on these events. Even if they weren't generating money, they got exposure (for board members, celebrities and models that were comped) in the magazines and the most coveted, The New York Times Bill Cunningham's photos for events and parties of the week. Oh the horror that one year when Bill didn't show up at a museum gala because it was above 14th Street. The board members (socialites) were furious!
Of course times have changed and this has forced nonprofits to ease off on the luxury events. Just last night MoMA held their Party in the Garden benefit. They lowered the ticket price and the scene was "casual" which meant "a dress code downgraded from black-tie to cocktail attire, a family-style dinner of paella, serving two courses instead of three, the absence of tablecloths, and comfort food appetizers that included pigs in a blanket, mini grilled cheese sandwiches, and shrimp cakes."
Over at the New York Botanical Garden, there was a different tone. That of realizing the risk of "honoring" someone on Wall Street...um, John Thain. Needless to say, he didn't sell the tables or get the big guns in.
The take away: Time to think of new and innovative ways to engage people. These models are rusty and broken.
Of course times have changed and this has forced nonprofits to ease off on the luxury events. Just last night MoMA held their Party in the Garden benefit. They lowered the ticket price and the scene was "casual" which meant "a dress code downgraded from black-tie to cocktail attire, a family-style dinner of paella, serving two courses instead of three, the absence of tablecloths, and comfort food appetizers that included pigs in a blanket, mini grilled cheese sandwiches, and shrimp cakes."
Over at the New York Botanical Garden, there was a different tone. That of realizing the risk of "honoring" someone on Wall Street...um, John Thain. Needless to say, he didn't sell the tables or get the big guns in.
The take away: Time to think of new and innovative ways to engage people. These models are rusty and broken.
Soho Stroll, Copy This
Soho Stroll is an innovative program where you purchase a $20 bracelet and then you get access to discounts, samples, restaurants and cocktails in the Soho neighborhood.
This is something that could be replicated in your community. It's a great way to engage and raise your profile. In addition, it's an effective way to grow relationships with customers, retailers and other nonprofits.
This is something that could be replicated in your community. It's a great way to engage and raise your profile. In addition, it's an effective way to grow relationships with customers, retailers and other nonprofits.
Tuesday, May 26, 2009
Smithsonian Web Strategy on Wiki
Sunday, May 24, 2009
New Chocolate Bar Gift Membership
I recently noticed the New Museum's "New Chocolate Bar Gift Membership" that borrows from the Willy Wonka concept of opening the chocolate bar to find the golden ticket. This chocolate bar gets you a museum membership voucher.
This is a great idea that has the potential to grow into a larger campaign. For example:
- Why not copy the Willy Wonka golden ticket idea by placing 5 golden tickets to win a guided tour of something spectacular or a money can't buy experience with artists.
- Partner with a major brand (Godiva, Hershey's) to create artist inspired flavors for each membership level. Also a great opportunity to bring in cause-related marketing. For every bar sold, a percentage will go back to arts and education.
- Leverage twitter/facebook to create buzz.
- Kick the campaign off with a free day or free samples of the chocolate.
- Copy Ben & Jerry's Do the World a Flavor idea by creating an interactive site for users to create their own chocolate bar flavors and designs. Heck, maybe they could create their own membership levels. Now that would be interesting.
This is a great idea that has the potential to grow into a larger campaign. For example:
- Why not copy the Willy Wonka golden ticket idea by placing 5 golden tickets to win a guided tour of something spectacular or a money can't buy experience with artists.
- Partner with a major brand (Godiva, Hershey's) to create artist inspired flavors for each membership level. Also a great opportunity to bring in cause-related marketing. For every bar sold, a percentage will go back to arts and education.
- Leverage twitter/facebook to create buzz.
- Kick the campaign off with a free day or free samples of the chocolate.
- Copy Ben & Jerry's Do the World a Flavor idea by creating an interactive site for users to create their own chocolate bar flavors and designs. Heck, maybe they could create their own membership levels. Now that would be interesting.
Copy This: The 3M Project
The 3M Project is a great example of collaboration and innovation. It just makes sense to do projects like this. It is a win all around for the museums, audiences and sponsors.
More on 3M:
3M; embodying museums as servers for an unlimited number of connections, as displayed through the museum’s educational floor, 3M (which means 3 Museums) is a partnership between the MCA Chicago, the UCLA Hammer Museum and the New Museum. The artists selected to produce traveling projects throughout these three institutions are Mathias Poledna, Daria Martin, Jeremy Deller and Urban China.
More on 3M:
3M; embodying museums as servers for an unlimited number of connections, as displayed through the museum’s educational floor, 3M (which means 3 Museums) is a partnership between the MCA Chicago, the UCLA Hammer Museum and the New Museum. The artists selected to produce traveling projects throughout these three institutions are Mathias Poledna, Daria Martin, Jeremy Deller and Urban China.
Seeking Sponsorship, Not a Grant
I conducted a workshop about approaching sponsors. After the workshop, I received this message and excellent question from a participant who was trying to get a sponsorship program off the ground:
"While our email to PepsiCo pitched marketing (see below)...we eventually received a response from the PepsiCo Foundation that they 'provide grants to youth development programs in the areas of leadership and entrepreneurship, primarily for urban and low-income youth'...and cannot fund us at this time. But, I want to underscore that we are interested in seeking sponsorship opportunities with PepsiCo, rather than apply for a grant.
Here is the email that was sent to the Manager of Corporate Contributions:
'We serve over 2,000 young people in our award winning Youth Development Center. It won a U.S. Department of Labor award - a designation which brought us national prominence. I know that our audience buys your products - they are middle school and high school students, many of whom come here after school and purchase Pepsi Cola, Mountain Dew, Aquafina, and Sierra Mist from our vending machines.
Although we are especially proud of our youth programs our reach goes beyond that - our organization has been a leader in the renaissance of our neighborhood
I would really like to set up a time to talk to you in the next couple of weeks.'
1. Hats off on using the email approach. However, if they were looking for sponsorship, they targeted the wrong department. The email was sent to the Manager of Corporate Contributions at PepsiCo. Of course they would respond in this way. The PepsiCo Foundation has very different goals (and budgets) than brand managers.
2. This is not a very effective way to begin a conversation. This is too heavy on the accomplishments of the organization. They should have bulleted out ways to help Pepsi with specific goals. At least this way they would show that they've done their research.
3. Unfortunately Pepsi probably doesn't care about the 2,000 youth mentioned in the email. They are already purchasing product in the vending machines. But, if the organization came up with a few bulleted points as to how they could help them build innovative relationships with this population and their families, it may have been more effective.
4. The closing is weak. Of course they really want to talk to Pepsi, buy why would Pepsi want to talk to them? How can they open a conversation to discuss ways to work together to achieve goals a, b and c.
In my opinion, the email was sent to the wrong person and wasn't effective in convincing the contributions person that she should forward this email to a brand manager or follow up with a conversation. In fact, a Manager of Corporate Contributions at PepsiCo is most likely very low in the decision-making totem pole.
"While our email to PepsiCo pitched marketing (see below)...we eventually received a response from the PepsiCo Foundation that they 'provide grants to youth development programs in the areas of leadership and entrepreneurship, primarily for urban and low-income youth'...and cannot fund us at this time. But, I want to underscore that we are interested in seeking sponsorship opportunities with PepsiCo, rather than apply for a grant.
Here is the email that was sent to the Manager of Corporate Contributions:
'We serve over 2,000 young people in our award winning Youth Development Center. It won a U.S. Department of Labor award - a designation which brought us national prominence. I know that our audience buys your products - they are middle school and high school students, many of whom come here after school and purchase Pepsi Cola, Mountain Dew, Aquafina, and Sierra Mist from our vending machines.
Although we are especially proud of our youth programs our reach goes beyond that - our organization has been a leader in the renaissance of our neighborhood
I would really like to set up a time to talk to you in the next couple of weeks.'
1. Hats off on using the email approach. However, if they were looking for sponsorship, they targeted the wrong department. The email was sent to the Manager of Corporate Contributions at PepsiCo. Of course they would respond in this way. The PepsiCo Foundation has very different goals (and budgets) than brand managers.
2. This is not a very effective way to begin a conversation. This is too heavy on the accomplishments of the organization. They should have bulleted out ways to help Pepsi with specific goals. At least this way they would show that they've done their research.
3. Unfortunately Pepsi probably doesn't care about the 2,000 youth mentioned in the email. They are already purchasing product in the vending machines. But, if the organization came up with a few bulleted points as to how they could help them build innovative relationships with this population and their families, it may have been more effective.
4. The closing is weak. Of course they really want to talk to Pepsi, buy why would Pepsi want to talk to them? How can they open a conversation to discuss ways to work together to achieve goals a, b and c.
In my opinion, the email was sent to the wrong person and wasn't effective in convincing the contributions person that she should forward this email to a brand manager or follow up with a conversation. In fact, a Manager of Corporate Contributions at PepsiCo is most likely very low in the decision-making totem pole.
Simple Steps to Approach Corporate Sponsors
Are you still writing letters to corporate prospects that may be elegantly written but are too long and one-sided?
Guess what? The decision makers will not read your letter, no matter how perfect it is. If you want to effectively approach a corporate sponsor, email them. But before you do, you must be prepared.
1. Research the company.
You should know as much as possible about the company before you approach them. It is your job to understand how you can add value to the partnership.
- Look at their press releases
- Look at who they are hiring and it what areas
- Look at their 10-K filings with the SEC
- Google them to see what is going on
- Find out what markets they are moving into
- Try to find information on new product launches
2. Research the C-level suite.
- What are the leaders in the company up to?
- Who are they?
- Is there a connection to anyone in your organization?
- Find their email address through Google (what would we do without Google?!)
3. Determine if they are a match.
- Do you want to be in a partnership with this company?
- Is there a brand and mission fit?
- Can you see your organization working with this company for the next three to five years?
- Do you share the same values, such as innovation, trust, education.
4. Determine if and how you can add value to the company's business goals.
Through your research, you should have come up with ways to add value to the partnership.
- Can you help them gain access to an audience?
- Build trust?
- Engage their employees?
- Gain visibility beyond logos?
- Penetrate new markets?
- Enter into new geographic areas?
- Access government officials?
- Cross market?
- Build community?
- Create "money can't buy" experiences?
5. Craft an email with the goal of getting a conversation.
Once you've done your research and found a fit, craft a very brief email to the decision-maker (Chief Marketing Officer, VP, Global Wealth Manager). I found that the higher you approach, the move successful you will be. After all, those who are closest to the CEO have more insight into the companies immediate and future goals. In addition, they have more flexibility and can steer you in the right direction.
Don't spend a lot of time talking about your organization. Focus on how you can get a conversation going. I've had the most success by opening with a few sentences and then bulletting key points.
6. Don't forget to suggest a date for the call or meeting.
Normally the conversation will begin with a call. Think of this as a phone screening. Most of us don't have time for a first face-to-face. A call is perfect. Again, your goal is to begin a conversation. This is the only way that you can determine if there is a mutual fit.
Guess what? The decision makers will not read your letter, no matter how perfect it is. If you want to effectively approach a corporate sponsor, email them. But before you do, you must be prepared.
1. Research the company.
You should know as much as possible about the company before you approach them. It is your job to understand how you can add value to the partnership.
- Look at their press releases
- Look at who they are hiring and it what areas
- Look at their 10-K filings with the SEC
- Google them to see what is going on
- Find out what markets they are moving into
- Try to find information on new product launches
2. Research the C-level suite.
- What are the leaders in the company up to?
- Who are they?
- Is there a connection to anyone in your organization?
- Find their email address through Google (what would we do without Google?!)
3. Determine if they are a match.
- Do you want to be in a partnership with this company?
- Is there a brand and mission fit?
- Can you see your organization working with this company for the next three to five years?
- Do you share the same values, such as innovation, trust, education.
4. Determine if and how you can add value to the company's business goals.
Through your research, you should have come up with ways to add value to the partnership.
- Can you help them gain access to an audience?
- Build trust?
- Engage their employees?
- Gain visibility beyond logos?
- Penetrate new markets?
- Enter into new geographic areas?
- Access government officials?
- Cross market?
- Build community?
- Create "money can't buy" experiences?
5. Craft an email with the goal of getting a conversation.
Once you've done your research and found a fit, craft a very brief email to the decision-maker (Chief Marketing Officer, VP, Global Wealth Manager). I found that the higher you approach, the move successful you will be. After all, those who are closest to the CEO have more insight into the companies immediate and future goals. In addition, they have more flexibility and can steer you in the right direction.
Don't spend a lot of time talking about your organization. Focus on how you can get a conversation going. I've had the most success by opening with a few sentences and then bulletting key points.
6. Don't forget to suggest a date for the call or meeting.
Normally the conversation will begin with a call. Think of this as a phone screening. Most of us don't have time for a first face-to-face. A call is perfect. Again, your goal is to begin a conversation. This is the only way that you can determine if there is a mutual fit.
Friday, May 22, 2009
Eric Schmidt's Carnegie Mellon University commencement address
“Don’t bother to have a plan at all. All that stuff about having a plan, throw that out. It seems to be it’s all about opportunity and make your own luck…. You cannot plan innovation. You cannot plan invention. All you can do is try very hard to be at the right place and be ready….
Move from Passion to Compassion in Marketing
There is a good piece in The Economist about the recession's impact on the way people shop. My take away: Now is the time for nonprofits to form relationships with corporations both large and small. Nonprofits have a very important non-tangible asset which is trust. Businesses don't have that asset.
Here are some key points:
Trust
The Boston Consulting Group recently completed a global survey of consumer sentiment involving 15,000 consumers. The results show that over half of respondents from America and Europe say the crisis has intensified their distrust of big business.
Empathy
Companies will need to show they empathize with consumers’ new concerns. “There will need to be a move from passion to compassion in marketing,” reckons John Gerzema of Young & Rubicam.
Word of Mouth
The downturn will also accelerate the use of social media, such as blogs and social-networking sites, by consumers looking for intelligence on firms and their products. As trust in brands is eroded, people will place more value on recommendations from friends. Social media make it harder for brands to pull the wool over consumers’ eyes, but they also offer canny companies a powerful new channel through which to promote their wares and test new products and pricing strategies.
Here are some key points:
Trust
The Boston Consulting Group recently completed a global survey of consumer sentiment involving 15,000 consumers. The results show that over half of respondents from America and Europe say the crisis has intensified their distrust of big business.
Empathy
Companies will need to show they empathize with consumers’ new concerns. “There will need to be a move from passion to compassion in marketing,” reckons John Gerzema of Young & Rubicam.
Word of Mouth
The downturn will also accelerate the use of social media, such as blogs and social-networking sites, by consumers looking for intelligence on firms and their products. As trust in brands is eroded, people will place more value on recommendations from friends. Social media make it harder for brands to pull the wool over consumers’ eyes, but they also offer canny companies a powerful new channel through which to promote their wares and test new products and pricing strategies.
Thursday, May 21, 2009
Stop the Madness
Please stop with these lists:
Corporate Supporter ($5,000)
Corporate Patron ($10,000)
All the benefits of a Corporate Supporter, plus:
Corporate Benefactor ($25,000 and up)
All the benefits of a Corporate Patron, plus:
- Donor recognition on the Website, in the Annual Report and in the insert for sponsored shows with open captioning and sign language interpretation
- Subscription to xyz, a daily email update
- Complimentary tours of the xyz
- Complimentary membership for employees or members
- A pair of complimentary tickets to an open-captioned or sign language-interpreted show and a reception
- Invitations to selected special events
- Opportunity to purchase tickets at a discount
Corporate Patron ($10,000)
All the benefits of a Corporate Supporter, plus:
- An additional complimentary pair of tickets
- Opportunity to rent xyz space
- Discounted tickets to performances
Corporate Benefactor ($25,000 and up)
All the benefits of a Corporate Patron, plus:
- Corporate logo display on the xyz Website
- An additional four complimentary tickets to xyz and a reception, as well as invitations to other special events
Share Our Strength and Stella
Share our Strength landed Stell Artois as a sponsor.
"Stella Artois has announced that it is now the official beer sponsor of Share Our Strength's Taste of the Nation and A Tasteful Pursuit events in 2009.
"Stella Artois has announced that it is now the official beer sponsor of Share Our Strength's Taste of the Nation and A Tasteful Pursuit events in 2009.
Share Our Strength works with the culinary industry to create fine-dining events that support the organization's mission of ensuring that American children don't go hungry.
More than 40 of the events will feature a Belgian Beer Café where where attendees can taste Stella Artois golden lager, Hoegaarden white beer and Leffe Blonde (an authentic Belgian "abbey" beer) and learn how to pair the beers with food, select the proper glassware and pour the perfect beer.--Karlene Lukovitz"
Wednesday, May 20, 2009
Eric Schmidt’s Insight, Live for the Future
“Don’t bother to have a plan at all. All that stuff about having a plan, throw that out. It seems to be it’s all about opportunity and make your own luck…. You cannot plan innovation. You cannot plan invention. All you can do is try very hard to be at the right place and be ready…"
Found here on youtube (for some reason, I can't get it on my blog)
Found here on youtube (for some reason, I can't get it on my blog)
Mixed Berries
I had a great conversation today with someone from the Arts & Business Council about moving away from "selling 1 banana" to offering a great big bowl of "mixed berries" to corporate prospects. This posting from David Armano extends the mixed berry idea as he talks about turning an umbrella into a mixing bowl. You with me?!
Common Language
I think a major problem between corporations and nonprofits is that they don't speak a common language. You, as a nonprofit should learn the corporate language so you can mutually work together for provide value to your customers.
P.S.
I'm talking about the language of business units and marketing departments that support them, not the corporate philanthropy department.
P.S.
I'm talking about the language of business units and marketing departments that support them, not the corporate philanthropy department.
Tuesday, May 19, 2009
Hulu, 24 & Cisco
Priority for the Newly-Nominated NEA Chairman
This is an interesting question with equally interesting responses here about the new NEA charirman.
MoMA Membership Renewal, Green
Would you renew your membership online because it's a "green" option? I usually do because of ease. I think this "green" push is a bit funny.
"Your MoMA Individual membership will expire at the end of September. While we realize that's a few months away, we want to make sure you know you have a "green" renewal option — renewing online. Plus, because the Museum will save on mailing expenses, your contribution will go even further in supporting MoMA's educational mission."
"Your MoMA Individual membership will expire at the end of September. While we realize that's a few months away, we want to make sure you know you have a "green" renewal option — renewing online. Plus, because the Museum will save on mailing expenses, your contribution will go even further in supporting MoMA's educational mission."
Monday, May 18, 2009
Tissot Twitter, Danica
Oh my...Is it safe to Twitter and drive?
Sports Business Daily reported that "IRL driver Danica Patrick has launched a Twitter feed at the behest of existing watch sponsor Tissot, located @DanicaPatrick. She is believed to be the first major athlete to join Twitter in conjunction with a corporate entity, and Tissot will receive extensive exposure on her feed, including visual branding on her Twitter Web page."
Sports Business Daily reported that "IRL driver Danica Patrick has launched a Twitter feed at the behest of existing watch sponsor Tissot, located @DanicaPatrick. She is believed to be the first major athlete to join Twitter in conjunction with a corporate entity, and Tissot will receive extensive exposure on her feed, including visual branding on her Twitter Web page."
The First Lady in New York to Promote the Arts
“The president and I want to ensure that all children have access to great works of art,” said Mrs. Obama, who spoke to an audience at the museum that included dozens of public schoolchildren.
OK, sounds like there is an angle here. Put on your innovative hats and think about access.
OK, sounds like there is an angle here. Put on your innovative hats and think about access.
Cezanne and Beyond, Oh Advanta
In April I posted about Advanta's sponsorship of Cezanne and Beyond. Today I read this headline in Fortune:
"Facing soaring losses, small business credit card lender Advanta is shutting down accounts and tells investors it will try to wait out the downturn. "
Unfortunately is sounds like the Philadelphia Museum of Art will be losing a long-term sponsor.
By the way, the exhibition has been extended to May 31, 2009.
Share Your Success
Whether or not you've landed a new sponsor, now is the time to share your success with the world. Put together a small deck or a whitepaper showing how you've helped a sponsor achieve ROI. Now is the time to look like a winner!
Saturday, May 16, 2009
Keep Hustling
Keep in front of your target industries. If they say no, ask why. Don't let it get you down. Keep hustling. Get out of your office, meet people. If your boss doesn't want you to go out, do it on your own. Get out & hustle!
Power of Story Telling
What is your organization's story and why are you unique? Check out the elements of a classic story defined by Aristotle:
Key Elements of a Classic Story
All great stories, from Antigone to Casablanca to Star Wars, derive their power from several basic characteristics:
A protagonist the listener cares about.
The story must be about a person or group whose struggles we can relate to.
A catalyst compelling the protagonist to take action.
Somehow the world has changed so that something important is at stake. Typically, the first act of a play is devoted to establishing this fact It's up to the protagonist to put things right again.
Trials and tribulations.
The story's second act commences as obstacles produce frustration, conflict, and drama, and often lead the protagonist to change in an essential way. As in The Odyssey (bloggers note: I just got done re-reading The Odyssey, a must read!), the trials reveal, test, and shape the protagonist's character. Time is spent wandering in the wilderness, far from home.
A turning point.
This represents a point of no return, which closes the second act. The protagonist can no longer see or do things the same way as before.
A resolution.
This is the third act, in which the protagonist either succeeds magnificently or fails tragically.
This is the classic beginning-middle-end story structure defined by Aristotle more than 2,300 years ago and used by countless others since, it seems to reflect how the human mind wants to organize reality. Source: Harvard Business Review
Key Elements of a Classic Story
All great stories, from Antigone to Casablanca to Star Wars, derive their power from several basic characteristics:
A protagonist the listener cares about.
The story must be about a person or group whose struggles we can relate to.
A catalyst compelling the protagonist to take action.
Somehow the world has changed so that something important is at stake. Typically, the first act of a play is devoted to establishing this fact It's up to the protagonist to put things right again.
Trials and tribulations.
The story's second act commences as obstacles produce frustration, conflict, and drama, and often lead the protagonist to change in an essential way. As in The Odyssey (bloggers note: I just got done re-reading The Odyssey, a must read!), the trials reveal, test, and shape the protagonist's character. Time is spent wandering in the wilderness, far from home.
A turning point.
This represents a point of no return, which closes the second act. The protagonist can no longer see or do things the same way as before.
A resolution.
This is the third act, in which the protagonist either succeeds magnificently or fails tragically.
This is the classic beginning-middle-end story structure defined by Aristotle more than 2,300 years ago and used by countless others since, it seems to reflect how the human mind wants to organize reality. Source: Harvard Business Review
Thought-Leadership in Sponsorship
Thought-Leadership is a person or company that actively promotes and discussed ideas that are relevant to their peer-base. That by talking about a topic you become a leader in that topic. Their statements are often assumed to have the experience and knowledge behind them to support what they are saying.
Back in 1998 I moved to San Francisco and Thought-Leadershiped my way into a newly created position with an Internet organization. I then created a sponsorship program to raise unrestricted revenue from corporate marketing departments. After about a year, I was able to create mutually beneficial partnerships with eBay, Kimberly-Clark, Robert Half International, Readers Digest, Charles Schwab and the list goes on.
The cool thing about these partnerships back in the late 90's was that they were all--or mostly online. I knew that I had a golden opportunity to take this online community of older adults and sell the fact that corporation ABC could tap into this demographic, provide valuable information and connect on a different level (no, not banner ads).
The key was to ask the older adults what they wanted. Luckily they said online banking, eBay, health information and financial information. So, I went after key prospects with trusted names.
My pitch was simple: we have this lucrative community and we know this community. Lets talk about your marketing objective and we'll show you exactly how you can achieve it. Of course I would do my research as to not be surprised by their objective. Then I would give them a taste of some awesome things they could do. You know, get them excited about this partnership. It worked like a charm. The best part was that we could track, get feedback and make simple, quick changes immediately without losing major money...Yes, the Internet is amazing.
We made sure that everything that we did was to add value to the users experience. For example providing education such as online courses or online articles; fostering interaction and engagement among the users and/or the sponsor; or delivering something as simple as a new discussion group with lively topics.
I could go on but...Then in 2003 I moved to New York City. I did some informational interviews and networked like crazy. I then started my own company to help form mutually beneficial partnerships between corporations and nonprofit with an emphasis on the Internet. Some of the most rewarding moments came when clients or students (I conducted workshops and public speaking for nonprofits) suddenly got it. They shifted their thinking into marketing mode. The light bulb went off and they saw the value and assets that their properties had.
Back in 1998 I moved to San Francisco and Thought-Leadershiped my way into a newly created position with an Internet organization. I then created a sponsorship program to raise unrestricted revenue from corporate marketing departments. After about a year, I was able to create mutually beneficial partnerships with eBay, Kimberly-Clark, Robert Half International, Readers Digest, Charles Schwab and the list goes on.
The cool thing about these partnerships back in the late 90's was that they were all--or mostly online. I knew that I had a golden opportunity to take this online community of older adults and sell the fact that corporation ABC could tap into this demographic, provide valuable information and connect on a different level (no, not banner ads).
The key was to ask the older adults what they wanted. Luckily they said online banking, eBay, health information and financial information. So, I went after key prospects with trusted names.
My pitch was simple: we have this lucrative community and we know this community. Lets talk about your marketing objective and we'll show you exactly how you can achieve it. Of course I would do my research as to not be surprised by their objective. Then I would give them a taste of some awesome things they could do. You know, get them excited about this partnership. It worked like a charm. The best part was that we could track, get feedback and make simple, quick changes immediately without losing major money...Yes, the Internet is amazing.
We made sure that everything that we did was to add value to the users experience. For example providing education such as online courses or online articles; fostering interaction and engagement among the users and/or the sponsor; or delivering something as simple as a new discussion group with lively topics.
I could go on but...Then in 2003 I moved to New York City. I did some informational interviews and networked like crazy. I then started my own company to help form mutually beneficial partnerships between corporations and nonprofit with an emphasis on the Internet. Some of the most rewarding moments came when clients or students (I conducted workshops and public speaking for nonprofits) suddenly got it. They shifted their thinking into marketing mode. The light bulb went off and they saw the value and assets that their properties had.
Blogs
Blogs are the new homepage. You don't need to pour thousands of dollars into a static site. Create a blog. It's simple and anyone can do it.
The Chronicle of Philanthropy, Recession and the Arts
In the May 7 issue of The Chronicle of Philanthropy, there is a piece about how the recession is affecting the arts. I really like what they are doing in St. Louis with the local mall.
In St. Louis, the Regional Arts Commission has teamed up with a local mall to help fill vacant retail space with art studios, galleries, performances, classes, and offices. The project, called Art Space, has brought an increase in visitors to the ailing mall, and has helped merchants stay in business.
In St. Louis, the Regional Arts Commission has teamed up with a local mall to help fill vacant retail space with art studios, galleries, performances, classes, and offices. The project, called Art Space, has brought an increase in visitors to the ailing mall, and has helped merchants stay in business.
A dance studio now occupies what was a Gap clothing store. The performers use the dressing rooms to change into costumes, and the wooden floors are now used for tap and Irish dancing. More than 60 arts groups have signed contracts for the empty retail space so far. The rent is nominal, averaging $100 per month, plus utilities.
Friday, May 15, 2009
Guggenheim's Frank Lloyd Wright Exhibition
The Frank Lloyd Wright Exhibition opens today at the Guggenheim to kick off the 50th anniversary of the building!
Ben & Jerry's Do the World a Flavor
Ben & Jerry's is promoting their "Do The World A Flavor" contest to give "Flavor Guru" consumers the chance to "create the perfect ice cream" flavor online." On their site, you can make your own flavors and design the pint. They also have a viral component were you can share the design with friends.
This is an innovate way to engage users, capture data and create buzz.
This is an innovate way to engage users, capture data and create buzz.
Thursday, May 14, 2009
MetLife Day at MoMA, Older Audience
Having spent several years of my career convincing marketers about the value of older adults, I'm happy to see a bit of progress.
First, The New York Times posted this article about older adults and the increasing interest in marketing goods and services to this demographic. I had to laugh at this quote because I ran into this all the time.
“When you’re a 27-year-old media supervisor or a 32-year-old brand manager, what do you think the world looks like?” Jerry Shereshewsky, chief executive at Grandparents.com. “You think it looks like you.”
Many agencies employ young people who think only the young "hip/tastemakers" are online and have money to spend. A great deal of my time was spent educating people that older adults have time, money, influence, are educated and are willing to take risks.
Next, I noticed that the MetLife Foundation is hosting MetLife Day at MoMA which includes free Museum admission for all visitors 65 and over. Great way to give back and add value to the customer experience.
Lets keep it up! There are huge opportunities around the older adults and the aging baby boomers.
First, The New York Times posted this article about older adults and the increasing interest in marketing goods and services to this demographic. I had to laugh at this quote because I ran into this all the time.
“When you’re a 27-year-old media supervisor or a 32-year-old brand manager, what do you think the world looks like?” Jerry Shereshewsky, chief executive at Grandparents.com. “You think it looks like you.”
Many agencies employ young people who think only the young "hip/tastemakers" are online and have money to spend. A great deal of my time was spent educating people that older adults have time, money, influence, are educated and are willing to take risks.
Next, I noticed that the MetLife Foundation is hosting MetLife Day at MoMA which includes free Museum admission for all visitors 65 and over. Great way to give back and add value to the customer experience.
Lets keep it up! There are huge opportunities around the older adults and the aging baby boomers.
Wednesday, May 13, 2009
Target, Bullseye Gives
Target is infamous in the art world for being a very demanding (some say difficult) sponsor. Recently they launched a campaign via facebook to get the word out about their charitable giving. It's a great step in the right direction because it is engaging people beyond the "free day" and Target logo. I'm not sure why they didn't carry this campaign over to their website though.
"Target hopes to gain a little more attention for its charitable initiatives, and has launched Bullseye Gives, a special Facebook page that invites people to vote on how the Minneapolis-based retailer should allocate $3 million among ten leading charities.
Target will base its funding allocation on the percentage of votes received. People can vote once a day through May 25 on the company's Facebook page, choosing among the Parent Teacher Association, Feeding America, the Salvation Army, American Red Cross, National Parks Foundation, Breast Cancer Research Foundation, St. Jude Children's Research Hospital, Kids In Need, Operation Gratitude, and the HandsOn Network/Points of Light Institute -- all of which have received Target contributions in the past."
Hybrid Prius Launches New Campaign
I never thought car companies were very innovative but that could be because their agencies always wanted to park a car in the middle of the museum or have an "exhibition" around it. However, this Prius campaign seems pretty interactive and innovate.
60% of moms say that marketers ignore their needs
Too Busy to Plan
I recently met with a small nonprofit that is in such dire straights that they are paying salaries on a credit card. I asked the CEO what his plan was. He said he was too busy to plan. This is very common but unfortunately, unacceptable. If you don't have a plan, how do you expect to be move forward? It is crucial to have a cohesive plan (not just a strategic plan) to get you where you need to be. In addition, everyone has to be on board.
I suggested creating a low-level plan that is broken down into tasks / activities that a given role needs to perform in order to be successful. Then come up with a mid-level plan with checkpoints during the week.
Bottom line: Focus on priorities that directly relate to your plan. It will keep you away from the "putting out fires" syndrome.
I suggested creating a low-level plan that is broken down into tasks / activities that a given role needs to perform in order to be successful. Then come up with a mid-level plan with checkpoints during the week.
Bottom line: Focus on priorities that directly relate to your plan. It will keep you away from the "putting out fires" syndrome.
Tuesday, May 12, 2009
What I Learned in Consulting
While at Sapient, I learned that clients don't want to hear about what they've been doing wrong. They want to learn about results, ideas and see creative ways to move their business forward.
When speaking with sponsors, be sure to have:
- Case studies
- Examples of how you've proved ROI
- Short, focused scenarios of how you can work together to create results
When speaking with sponsors, be sure to have:
- Case studies
- Examples of how you've proved ROI
- Short, focused scenarios of how you can work together to create results
Performance Research, Corporate Sponsorships in the Economic Crisis
Check out this independent study by Performance Research on consumer viewpoints about corporate sponsorships in the economic crisis here: Performance Research
According to Jed Pearsall, president of Performance Research, "Consumers are recognizing that they need to live within their means – and they expect corporate America to do the same. This is not the time for stable companies to drop sponsorships, but to provide more value to consumers with their programs. The smart sponsors will see that the economic situation is creating opportunities for them to connect with their target markets on a more personal level, where helping to make life better during a tough time is a common goal."
According to Jed Pearsall, president of Performance Research, "Consumers are recognizing that they need to live within their means – and they expect corporate America to do the same. This is not the time for stable companies to drop sponsorships, but to provide more value to consumers with their programs. The smart sponsors will see that the economic situation is creating opportunities for them to connect with their target markets on a more personal level, where helping to make life better during a tough time is a common goal."
Monday, May 11, 2009
A Time for Change: Results and Recommendations from the Americans for the Arts Environmental Scan
I came across this research by AMS Planning & Research where they identify 12 challenges that are affecting all artistic discipline groups and arts service organizations. You may download the report here: Americans for the Arts
I thought this idea was particularly important:
Abandon boundaries.
"The arts and culture sector, particularly its nonprofit segment, has created all kinds of boundaries by defining its arts organizations, its work, and itself as professional or amateur, for-profit or nonprofit, formal or informal, established or emerging. Most of these definitions are meaningless to consumers. Organizations should engage in marketing and messaging that focuses on the benefits of their activities, as opposed to reinforcing these boundaries."
Also note the Miami-Dade Department of Cultural Affairs (FL) case. It is refreshing to see that they've collaborated with other brands (MTV) to extend their reach.
I thought this idea was particularly important:
Abandon boundaries.
"The arts and culture sector, particularly its nonprofit segment, has created all kinds of boundaries by defining its arts organizations, its work, and itself as professional or amateur, for-profit or nonprofit, formal or informal, established or emerging. Most of these definitions are meaningless to consumers. Organizations should engage in marketing and messaging that focuses on the benefits of their activities, as opposed to reinforcing these boundaries."
Also note the Miami-Dade Department of Cultural Affairs (FL) case. It is refreshing to see that they've collaborated with other brands (MTV) to extend their reach.
Ambush Marketing Insights
There is a great piece on eventmarketer about Ambush Marketing. Specifically, the article addresses South by Southwest and the Sundance Film Festival's experience with ambush marketers.
Here are several nuggets that I gleaned:
1. The importance of education about sponsorship.
"Nine times out of 10, they had no idea they weren’t officially related to Sundance because they had been sold a sponsorship by an event planner and they thought they were buying into the festival,” says Sarah Pearce, director of festival operations at the Sundance Film Festival. Sometimes the calls result in the brand pulling out or signing on as a bonafide sponsor."
2. It is no longer OK to give sponsors a "list of benefits" in exchange for dollars. The time has come to listen to what sponsors want and create mutually beneficial partnerships.
"When SXSW started 23 years ago, it created all of the event’s assets. Now all of its sponsorships involve some sort of unique activation for the brands. “That is a fundamental change that we’ve had to take in our approach,” says Swenson."
3. Maybe we should stop fighting and collaborate. Good things may happen.
"At Sundance this year, the festival for the first time worked with a long-time ambush event planner to turn his venue into an official festival attraction. The festival shut down a portion of Main Street and set up upscale tents with hardwood floors to create a press junket space called The Lift where talent could go and get all of their interviews done, and where sponsors could activate in an exclusive area. “It was something we were resistant to before but is something we realize now actually benefits our sponsors,” Pearce says. “If our sponsors are happy that means that we can put on a better festival because we have more money.”
4. Don't forget the smaller brands by creating unique packages that will fit their budgets. If you sign them on and execute flawlessly, they may come back again. In addition, they could bring some innovation to your partnership.
“If you want to get a lot of bang, you have to spend a lot of money,” says Scheer Ettinger, explaining why Carrera went its own way.
Check it out:
AMBUSH SHOWDOWN
Monday, April 13, 2009
By Jessica Heasley
Here are several nuggets that I gleaned:
1. The importance of education about sponsorship.
"Nine times out of 10, they had no idea they weren’t officially related to Sundance because they had been sold a sponsorship by an event planner and they thought they were buying into the festival,” says Sarah Pearce, director of festival operations at the Sundance Film Festival. Sometimes the calls result in the brand pulling out or signing on as a bonafide sponsor."
2. It is no longer OK to give sponsors a "list of benefits" in exchange for dollars. The time has come to listen to what sponsors want and create mutually beneficial partnerships.
"When SXSW started 23 years ago, it created all of the event’s assets. Now all of its sponsorships involve some sort of unique activation for the brands. “That is a fundamental change that we’ve had to take in our approach,” says Swenson."
3. Maybe we should stop fighting and collaborate. Good things may happen.
"At Sundance this year, the festival for the first time worked with a long-time ambush event planner to turn his venue into an official festival attraction. The festival shut down a portion of Main Street and set up upscale tents with hardwood floors to create a press junket space called The Lift where talent could go and get all of their interviews done, and where sponsors could activate in an exclusive area. “It was something we were resistant to before but is something we realize now actually benefits our sponsors,” Pearce says. “If our sponsors are happy that means that we can put on a better festival because we have more money.”
4. Don't forget the smaller brands by creating unique packages that will fit their budgets. If you sign them on and execute flawlessly, they may come back again. In addition, they could bring some innovation to your partnership.
“If you want to get a lot of bang, you have to spend a lot of money,” says Scheer Ettinger, explaining why Carrera went its own way.
Check it out:
AMBUSH SHOWDOWN
Monday, April 13, 2009
By Jessica Heasley
What The Recession Has Taught Me
Never stop learning! Now more than ever it is crucial that we pay attention to what is going on.
Here are some good places to start:
Wall Street Journal
AdAge
Mediabistro
ClickZ
IEG
5blogsbeforelunch
eventmarketer
marketwatch
Harvard Business Review
Here are some good places to start:
Wall Street Journal
AdAge
Mediabistro
ClickZ
IEG
5blogsbeforelunch
eventmarketer
marketwatch
Harvard Business Review
KFC & Oprah, UnThink The Activation
I'm sure you've heard about the Oprah/KFC mess. It's a classic example of a huge lack of communication and strategy.
To promote a new product, grilled chicken products, KFC's agency of record Draftfcb Chicago created a multichannel campaign called “UNThink”which included digital, mobile, print, TV and out-of-home ads.
On May 4, KFC announced on Oprah, that anyone who downloaded a coupon within a two-day period would get two free pieces of grilled chicken, two sides and a biscuit!
Needless to say, the KFC stores were not able to handle the mass of people who not only downloaded the coupons, but also copied them. People got angry when their local store either didn't deliver or didn't have the capacity to handle the response. Finally, it turned into a disaster for KFC and, I think Oprah.
They didn't anticipate such a response. Why not? Where was Oprah in all of this? Based on her track record, KFC should have known that they would be deluged with a huge response.
KFC should have shared their plan with Oprah's team. I have a feeling that they would have been able to come up with a stronger strategy to meet the demand.
Take away: You can have a great idea with a corporate partner, but if you can't implement flawlessly, you will either lose that partner of lose your reputation with your fans.
In this case, KFC lost not only Oprah's fans, but their own. Boy, they really did "UnThink" this one.
To promote a new product, grilled chicken products, KFC's agency of record Draftfcb Chicago created a multichannel campaign called “UNThink”which included digital, mobile, print, TV and out-of-home ads.
On May 4, KFC announced on Oprah, that anyone who downloaded a coupon within a two-day period would get two free pieces of grilled chicken, two sides and a biscuit!
Needless to say, the KFC stores were not able to handle the mass of people who not only downloaded the coupons, but also copied them. People got angry when their local store either didn't deliver or didn't have the capacity to handle the response. Finally, it turned into a disaster for KFC and, I think Oprah.
They didn't anticipate such a response. Why not? Where was Oprah in all of this? Based on her track record, KFC should have known that they would be deluged with a huge response.
KFC should have shared their plan with Oprah's team. I have a feeling that they would have been able to come up with a stronger strategy to meet the demand.
Take away: You can have a great idea with a corporate partner, but if you can't implement flawlessly, you will either lose that partner of lose your reputation with your fans.
In this case, KFC lost not only Oprah's fans, but their own. Boy, they really did "UnThink" this one.
Friday, May 8, 2009
The Real Housewives of New York City: Charity Wives
Ok, I don't have a TV (haven't had one since 2001) but lately I've been hanging out on hulu.com.
I decided to watch The Real Housewives of New York City: Charity Wives the other night and was stunned by the fight over the step and repeat/logo/signage that the "wives" had. Um, helloooo...that is so 1980's! No one notices the logos or signage anymore. It just doesn't work. I can't believe that they would think that it was a good opportunity. I guarantee that the people who attended did not change their perception or behavior because of the logos smeared all over. Shhheeehsh.
P.S.
I know it's all scripted, but still ; )
I decided to watch The Real Housewives of New York City: Charity Wives the other night and was stunned by the fight over the step and repeat/logo/signage that the "wives" had. Um, helloooo...that is so 1980's! No one notices the logos or signage anymore. It just doesn't work. I can't believe that they would think that it was a good opportunity. I guarantee that the people who attended did not change their perception or behavior because of the logos smeared all over. Shhheeehsh.
P.S.
I know it's all scripted, but still ; )
Achieve Objectives
The fastest ways to achieve objectives:
1. Agree on the objectives
2. Agree on the approach
3. Set priorities
4. Define a plan to move forward
5. Assign immediate action steps
1. Agree on the objectives
2. Agree on the approach
3. Set priorities
4. Define a plan to move forward
5. Assign immediate action steps
Thursday, May 7, 2009
Past 25 years of experience is not working anymore
I was reading a Q & A online session around fundraising and came across this question:
"I'm finding that my past 25 years of experience is not working anymore."
The answer to this question was vague and suggested that this person think of different types of resources. How would you answer?
"I'm finding that my past 25 years of experience is not working anymore."
The answer to this question was vague and suggested that this person think of different types of resources. How would you answer?
OpenTable IPO
I've used OpenTable before but never thought about their business model until I saw this piece in paidContent.org about their IPO filing:
"OpenTable is an online reservation service that has restaurant partners in all 50 states and claims to have seated 100 million diners since its inception in 1998, including nine million during the first quarter 2009. As of the end of 2008, it offered reservations from about 10,000 restaurants. The company earns its revenue through fees to install OpenTable software at restaurants, a monthly subscription fee to use that software, and a fee for each restaurant guest that is seated through opentable.com."
They have amazing reach, a profitable business model and may make for a great corporate partner. Get the conversation going before their IPO.
"OpenTable is an online reservation service that has restaurant partners in all 50 states and claims to have seated 100 million diners since its inception in 1998, including nine million during the first quarter 2009. As of the end of 2008, it offered reservations from about 10,000 restaurants. The company earns its revenue through fees to install OpenTable software at restaurants, a monthly subscription fee to use that software, and a fee for each restaurant guest that is seated through opentable.com."
They have amazing reach, a profitable business model and may make for a great corporate partner. Get the conversation going before their IPO.
Arts in Crisis, Kennedy Center Initiative
Arts in Crisis, a Kennedy Center Initiative is an innovative way to connect struggling arts organizations with mentors via technology.
Monday, May 4, 2009
8 ideas for museums
1. Package a series of "Money can't buy" experiences. Think of all of the awesome things that go on in your museum when it's closed. For example, the installation AND deinstallation of works. Sometimes the most interesting things happen BEFORE the exhibition opens.
2. Think of ways to differentiate yourself. Sell mini innovation tours to corporate HR departments who want to inspire their employees. For example, maybe a major pharmaceutical company wants to get their administrative staff to think outside of the box. Why not go beyond the tour and put together an "insiders" tour where they meet with exhibition design and management to learn about the complexities of the process, then go into the galleries to see the actual exhibition and talk to the curators.
3. Partner with Google on a design or innovation project.
4. Trust your subject matter experts to blog about what they are working on or thinking about.
5. Get a part of your website funded by a content provider that can add value to the user's experience. I'm not talking about a logo on every page, it's more of a co-branded partnership that could extended offline as well.
6. Develop case studies showing how you worked with a corporation to help improve employee moral or how you helped a new product build brand and audience loyalty.
7. Stop selling just exhibition sponsorships.
8. Think of ways to include licensing into your partner pitches. You could come up with some cool products that would create ongoing royalties and buzz.
2. Think of ways to differentiate yourself. Sell mini innovation tours to corporate HR departments who want to inspire their employees. For example, maybe a major pharmaceutical company wants to get their administrative staff to think outside of the box. Why not go beyond the tour and put together an "insiders" tour where they meet with exhibition design and management to learn about the complexities of the process, then go into the galleries to see the actual exhibition and talk to the curators.
3. Partner with Google on a design or innovation project.
4. Trust your subject matter experts to blog about what they are working on or thinking about.
5. Get a part of your website funded by a content provider that can add value to the user's experience. I'm not talking about a logo on every page, it's more of a co-branded partnership that could extended offline as well.
6. Develop case studies showing how you worked with a corporation to help improve employee moral or how you helped a new product build brand and audience loyalty.
7. Stop selling just exhibition sponsorships.
8. Think of ways to include licensing into your partner pitches. You could come up with some cool products that would create ongoing royalties and buzz.
Friday, May 1, 2009
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