Jane Barwis

 As someone who has been immersed in branding for most of my career, I found it refreshing when I was invited by the American Burn Association to speak at their annual meeting on this very topic. I say refreshing because the audience was comprised of firefighters, first responders and burn clinic specialists - individuals committed to ensuring the safety and health of their local communities. It was, quite frankly, a privilege to have the opportunity to discuss the importance and power of branding with people in the trenches and underscore the notion that branding impacts every organization.

 The presentation was built around a simple message - a nonprofit brand is the mission statement brought to life. While major corporate brands and products may have certain advantages and perceived value (see rankings by BusinessWeek), nonprofits have as much to gain, or lose, when it comes to effective branding. This principle applies to even the smallest, little engines that could.

 For nonprofits, leveraging the power of the mission through the brand leads to greater success in critical areas like development and funding; growing the volunteer and member support base; securing corporate partnerships and program sponsors; and establishing emotional connections with various audiences.

 At the end of the presentation I asked the following questions, which I encourage you to consider, as well:

 Can you briefly describe what your organization stands for?

 If you can’t do this in 20 words or fewer then don’t expect others in your organization to have a clear view of what the purpose is either. What your organization stands for should be crystal clear and concise if you expect to share its common value between members and outside audiences.

 What is its mission?

 Again, the mission of any organization should be clear to both internal and external audiences. If it’s not, consider what you’re working toward and outline any broader goals or maxims that help define the essence of the organization.

 Who do you serve and what differentiates your organization?

 Are you easily able to identify the audience you serve, or how about the audience you want to reach? Can you tell them directly how your organization impacts them or what role you expect them to play? A nonprofit mission should be specific about what group or interest it serves and the differences between the organization and any others that occupy the same space.

 If you asked these questions to everyone in your organization, would the answers be the same?

 If not then it’s definitely time to reconsider your organization’s mission statement. Have you revisited your mission statement lately? What does it say about your organization, its purpose and the people it serves?

 Have something to add to this list or just want to comment? We’d love to get your thoughts on these tips and your own.

 - JB

While Lindsay Lohan, Jon and Kate and even the iconic automaker, GM, may not relish the idea of another national headline, those of us in the communications profession are often striving to pique mainstream media interest and land in the spotlight. Every organization has a story to tell, the competition is stiff and cutting through the clutter can be challenging. 

In a recent article featured in ASAE & The Center for Association Leadership’s Communications Newsletter, BRG vice president Shannon McDaniel points out that “earned media” coverage is elusive, unpredictable and uncontrollable. It’s called earned media because you can’t buy it, but also because you really do have to put in the work and earn it - if you want to see the results. 

A while there’s no silver bullet, BRG has compiled a list of ten strategies that, when applied consistently, deliver results: 

1. Identify and leverage existing content.

Every association has a story to tell, information to tell it with, and someone to deliver the news.  Content could include existing research, articles from your publication or journal, or newsworthy presentations from your annual conference.

2. Offer a unique perspective.

Identify broad issues you can tie into (health care, going green, the economy, safety and wellness trends, etc.) and pitch your association’s unique angle/perspective.

3. Engage credible spokespersons.

Your experts could be staff, volunteer leaders or other media-savvy members who can provide valuable commentary.  Of course, ensure they get media training first.

4. Promote local experts.

All local reporters need a local angle.  Engage members in telling your association’s story in their own markets.

5. Conduct consumer-focused research.

The media love fresh statistics that showcase consumer trends.  Poll consumer audiences regarding a topic relevant to your association, package and brand the survey findings and approach consumer reporters with the new data.

6. Be prepared to respond to negative stories related to your profession or subject.

Gather the facts, establish your position, and use this as an opportunity to reach out to the media and tell your side of the story.

7. Build your media network.

Maintain an up-to-date media database and look for opportunities to consistently reach out.  Identify all media contacts whom you’ve worked with, who have sourced your association, or who have written stories related to your profession.

8. Target broadly, but tailor your pitch.

The good news is there is an infinite pool of traditional and digital media outlets to target for coverage.  But you must do your homework and tailor your pitch to each news outlet’s format. 

9. Measure your media.

Translate the value of media coverage to your leadership through quantitative and qualitative measurements.  Track reach and impressions but also analyze the quality of content cited in coverage.

10. Be consistent.

It takes time, creativity and persistence to sell your story and see those efforts come to fruition.  Put a media process in place that enables you to consistently reach out to media with newsworthy content.