Can You Hear Me Now? How to stand out in a crowded consumer climate.
On November 5, 2010, arts professionals from around the Twin Cities attended this metro-wide forum which featured the topic of consumer behavior and how it affects company and client decisions on marketing and branding.
Deborah Obalil acted as moderator for this event, using her experience as an arts manager and organizational development specialist to connect, contextualize, and put into practice the content of the morning.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
Honestly, there is a little guesswork involved in identifying the brand champion for any new organization or product. Likely, you have an idea of who will be a good fit for your new organization. Try to describe the individual as fully as you can, as if you were interviewing an actual person about his or her interests, needs, and desires generally, and how your organization and its product(s) fit into the person’s life.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
Yes, it is very possible to have multiple brand champions that represent different consumer segments within your customer/audience base. The key to consistent and believable branding comes from finding what is the important aspect of your brand (organization) that is shared among all the various brand champions.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
You want to start with your most avid fans. What is most important to them? What benefits do they get out of being connected to your organization? What keeps them coming back? Ultimately, why do they love you? Hint: it’s not just the excellent artist quality –– that’s a basic expectation, not a transforming benefit. How is connection to your brand a reflection of their identity? This insight will help you identify what the core customer value is that you offer. You can then determine how this core value can be translated to other new audience segments you are hoping to attract –– such as a younger segment.
Permalink Submitted by Attendee (not verified) on Thursday, November 18, 2010
How can an arts organization balance its artistic mission to lead audiences and cultivate tastes with the need to be responsive to audiences’ interests? In other words, how we avoid pandering to our audiences?
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
Most audiences are looking to you to be the artistic expert. They are not expecting or even interested in selecting your programming, but the more you understand about them – their interests, needs and desires – and how you solve a problem for them, the more effective your marketing efforts will be. Ultimately, you are successful when you can fulfill a need for them they didn’t even realize that they had.
Permalink Submitted by Attendee (not verified) on Thursday, November 18, 2010
Shall we arts organizations treat each of our programs, concerts, or performances as separate brands with separate marketing platforms the way General Mills does?
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
General Mills does not treat each of its products as separate brands –– it truly is a house of separate brands. For example, the Yoplait brand has multiple products (regular, lite, GoGurt, etc.), but they are all part of the Yoplait brand. The only way an organization should consider multiple brands is if different programs have vastly different missions. If everything you do as an organization fits within your overall mission, then you are best off determining a single, umbrella brand that encompasses all your different products and programs.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
Another presenter spoke on this topic, but here’s my two cents’ worth: The storytelling model works for any organization with a mission. How is your mission impacting the community? How are people’s lives improved by the work of your organization? What story can you tell that plays to people’s emotions, not just their intellect? The real power of stories is the ability to reach our hearts.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
While collaborative efforts to lift the visibility and prospects of all similar arts organizations (such as mid-sized theaters) are useful and worth pursuing, at the end of the day you do need to differentiate your organization from any competition in the minds of your consumers. What may surprise you is that other seemingly similar arts organizations may not be the most important competition you face in the mind of your consumers. Few people wake up in the morning and say, “I need some good mid-sized theater today.” What are the needs and desires of your target market and who/what else can provide solutions to those needs and desires? It may be other arts organizations, but more likely the top choice is something other than the arts. What is your competitive advantage against those other leisure time options? Use that to differentiate yourself.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
In an era of shrinking traditional media and an explosion of tools that allow nearly anyone to be a content creator (e.g. blogs, digital cameras and video editing software), organizations don’t have to wait for someone else to decide there is a story and report on it. You can create your own stories and distribute them through your web site, through social media outlets, and through a growing number of mobile applications.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
When you have limited resources, it is better to focus on using video to share the process behind the product as opposed to the product itself. Record some rehearsal footage, conduct short, intimate interviews with the artists involved –– give viewers a digital back-stage pass through your video footage. Quick, inexpensive video techniques can also communicate a sense of urgency and authenticity that more produced approaches lack.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
Solid use of social media and other digital options still requires solid strategy. What do you know about your target audience that leads you to social media? If your target isn’t on Twitter, then you don’t need to worry about being on Twitter. How does your brand champion use social and other digital media in the course of his or her average day? In addition to answering these questions, think about how the use of social/digital media can further the relationships you are building with your audiences. How can you use these tools to engage your audiences in conversations, really listen to them as opposed to simply push messaging at them? Some arts organizations ask a question each day or week of their fans/followers to get the conversation going. Remember that social/digital media is about building relationships, and relationships require listening as much (if not more) than talking.
Permalink Submitted by Deborah Obalil (not verified) on Thursday, November 18, 2010
The key to small organizations having a competitive advantage in the digital space is authentic and relevant content and relationships. As a small organization, you can actually have a real relationship with your customers based on shared values and interests that would rarely if ever be believable coming from a large multi-national corporation. As an arts organization you have loads of interesting and relevant content to leverage in the digital space, whereas other companies and brands have to manufacture interesting content that somehow relates to their brand. Don’t be afraid to give customers a behind-the-scenes view of your organization and the creative process –– it is what many customers would love to connect with.
Permalink Submitted by genakoprowski (not verified) on Friday, December 30, 2011
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Comments
Brand champion?
How does a new organization identify its brand champion?
Response
Honestly, there is a little guesswork involved in identifying the brand champion for any new organization or product. Likely, you have an idea of who will be a good fit for your new organization. Try to describe the individual as fully as you can, as if you were interviewing an actual person about his or her interests, needs, and desires generally, and how your organization and its product(s) fit into the person’s life.
Multiple champions?
Can an organization have multiple brand champions?
Response
Yes, it is very possible to have multiple brand champions that represent different consumer segments within your customer/audience base. The key to consistent and believable branding comes from finding what is the important aspect of your brand (organization) that is shared among all the various brand champions.
Who should we target?
When identifying an organization’s brand champion, do we look at people we reach currently, or ones we’d like to reach?
Response
You want to start with your most avid fans. What is most important to them? What benefits do they get out of being connected to your organization? What keeps them coming back? Ultimately, why do they love you? Hint: it’s not just the excellent artist quality –– that’s a basic expectation, not a transforming benefit. How is connection to your brand a reflection of their identity? This insight will help you identify what the core customer value is that you offer. You can then determine how this core value can be translated to other new audience segments you are hoping to attract –– such as a younger segment.
Avoid pandering?
How can an arts organization balance its artistic mission to lead audiences and cultivate tastes with the need to be responsive to audiences’ interests? In other words, how we avoid pandering to our audiences?
Response
Most audiences are looking to you to be the artistic expert. They are not expecting or even interested in selecting your programming, but the more you understand about them – their interests, needs and desires – and how you solve a problem for them, the more effective your marketing efforts will be. Ultimately, you are successful when you can fulfill a need for them they didn’t even realize that they had.
Develop separate brands?
Shall we arts organizations treat each of our programs, concerts, or performances as separate brands with separate marketing platforms the way General Mills does?
Response
General Mills does not treat each of its products as separate brands –– it truly is a house of separate brands. For example, the Yoplait brand has multiple products (regular, lite, GoGurt, etc.), but they are all part of the Yoplait brand. The only way an organization should consider multiple brands is if different programs have vastly different missions. If everything you do as an organization fits within your overall mission, then you are best off determining a single, umbrella brand that encompasses all your different products and programs.
Storytelling model
Can you offer suggestions for using the storytelling model to an organization that works primarily with independent visual artists?
Response
Another presenter spoke on this topic, but here’s my two cents’ worth: The storytelling model works for any organization with a mission. How is your mission impacting the community? How are people’s lives improved by the work of your organization? What story can you tell that plays to people’s emotions, not just their intellect? The real power of stories is the ability to reach our hearts.
How to differentiate?
Mid-sized theaters get lumped together in the public’s mind. How can we differentiate ourselves, or is it even important to do so?
Response
While collaborative efforts to lift the visibility and prospects of all similar arts organizations (such as mid-sized theaters) are useful and worth pursuing, at the end of the day you do need to differentiate your organization from any competition in the minds of your consumers. What may surprise you is that other seemingly similar arts organizations may not be the most important competition you face in the mind of your consumers. Few people wake up in the morning and say, “I need some good mid-sized theater today.” What are the needs and desires of your target market and who/what else can provide solutions to those needs and desires? It may be other arts organizations, but more likely the top choice is something other than the arts. What is your competitive advantage against those other leisure time options? Use that to differentiate yourself.
Media outlet?
What does it mean for organizations to become their own media outlets?
Response
In an era of shrinking traditional media and an explosion of tools that allow nearly anyone to be a content creator (e.g. blogs, digital cameras and video editing software), organizations don’t have to wait for someone else to decide there is a story and report on it. You can create your own stories and distribute them through your web site, through social media outlets, and through a growing number of mobile applications.
Using video
How can an organization with limited resources use video effectively and still represent quality of the product?
Response
When you have limited resources, it is better to focus on using video to share the process behind the product as opposed to the product itself. Record some rehearsal footage, conduct short, intimate interviews with the artists involved –– give viewers a digital back-stage pass through your video footage. Quick, inexpensive video techniques can also communicate a sense of urgency and authenticity that more produced approaches lack.
Leveraging social media
How can smaller nonprofits leverage limited resources to be effective with social media and other digital communications?
Response
Solid use of social media and other digital options still requires solid strategy. What do you know about your target audience that leads you to social media? If your target isn’t on Twitter, then you don’t need to worry about being on Twitter. How does your brand champion use social and other digital media in the course of his or her average day? In addition to answering these questions, think about how the use of social/digital media can further the relationships you are building with your audiences. How can you use these tools to engage your audiences in conversations, really listen to them as opposed to simply push messaging at them? Some arts organizations ask a question each day or week of their fans/followers to get the conversation going. Remember that social/digital media is about building relationships, and relationships require listening as much (if not more) than talking.
Competition
How can small arts organizations compete against corporations in the social media/digital space?
Response
The key to small organizations having a competitive advantage in the digital space is authentic and relevant content and relationships. As a small organization, you can actually have a real relationship with your customers based on shared values and interests that would rarely if ever be believable coming from a large multi-national corporation. As an arts organization you have loads of interesting and relevant content to leverage in the digital space, whereas other companies and brands have to manufacture interesting content that somehow relates to their brand. Don’t be afraid to give customers a behind-the-scenes view of your organization and the creative process –– it is what many customers would love to connect with.
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