Using Your Website To Effectively Promote Your Non Profit Organization

Your website is the home of your organization on the Internet and nothing is more important than making sure it attracts your followers.  More specifically, your site has to excite your target audience (not users in general, but the folks you need to engage to move your mission forward) to  facilitate the type of actions and interactions you want…  such as online giving, contacting your organization for more information, registering for a program or signing a petition.

It is harder to figure out how to donate money online than it is to spend it online.  Online giving typically takes users 7% more time than making an online purchase.  It’s even harder to volunteer time, or to give away things.

The key to motivating users to give online (or to pursue donating items or volunteering), is to make sure your content is compelling and show’s your organization’s “unique value proposition” or what their gift will be used.  One of the ways this can be accomplished is by personalizing your organizations work with photos and video showing the good work you are doing.

Once you convince your followers to support your programs it is important that you make it easy for them to immediately make the donation.  This can be accomplished by having an easy to use and secure link to your online account or pay pal connection.  If the process is not easy and quick the donor becomes frustrated and frequently gives up.

It is important to remember that your organization’s website is its home and it is important to make guests welcome in this home. 

Strategy and Decision-Making

As an experienced management consultant and Managing Director of BizBuilding, a firm that provides management advice to small and mid-size businesses, I spend a lot of time doing strategic planning and helping companies plan for the future.

With the current economic upheaval I’ve found that my concept of strategy and the way I advise my clients has changed significantly.

First, strategy now seems to be as much about good decision making as good planning. Rather than thinking of myself as the expert architect of a process that will eventually yield strategy, I now work with business leaders to make good decisions…. in real time.

In arriving at these decisions, we draw on some of the tools used in the typical strategic-planning process, but apply them to making the crucial decisions that need to be made multiple times a day by managers and other business professionals. 

Second, formulating strategy is an explicitly financial exercise. Understanding the economics of any potential decision is critical. It doesn’t make sense to develop a strategy first and then consider the financial implications, even though that is still a standard planning approach. I now view financial literacy and rigor as job requirements for both business executives and strategic consultants. 

Third,  I have come to believe that strategy must always be tied to brand. Good decisions reinforce a company’s brand, while bad decisions ultimately tarnish it.

When I start working with managers, I typically ask how they think the marketplace wants them to be NOW.  Understanding your customer and knowing their needs is crucial to having a successful outcome.  In the past many consultants worried that this question was only concerned with the end result….making a profit….and did not consider the process (or operational structure needed) to get to this end.  With the economic strain that many businesses are under now, keeping true to your customer (and financial implications) is vital.

As the recession and its aftershocks linger, the margin for error financially and strategically is extremely thin for most businesses.   Strategic consultants who emphasize helping managers make the best possible decisions on behalf of their company—as quickly as possible—provide the greatest help and return on investment.

Survival Plan For Tough Economic Times

As discouraged as you might feel, there are things businesses can do today to get by in these challenging economic times.  

Businesses can survive and position themselves to be ready as the economy improves.  The two primary strategies are to minimize cost and maximize revenue…a difficult task, but not impossible.

Survival Plan

·      Cut Waste: Use business resources only to improve customer value.

·      Stay Lean: Focus on operational efficiencies.

·      Review Resources: Regardless of the economy it is always necessary to review basic resources including human and financial assets.

·      Re-negotiate: The recession is impacting vendors and suppliers.  Make sure you are talking to those who supply resources your business needs.  Establish a payment plan that you can live with.  Most vendors would rather have something rather  than nothing.

·      What Makes You Special: Define your unique value proposition.  Why your customer should use your services rather than competitors.

·      Keep Customers: Make retaining your customers a high priority.

·      Know Who Your Best Customer’s Are: It the old 20-80 rule.  20% of your customers produce 80% of your sales.   Keep in touch with them and consider offering Rewards for your most valued clients.

·      Promote Your Business! It is more important to do this in a down economy than during normal market conditions.  Businesses should allocate at least 3-5% of Gross Revenue to marketing.  You must find low cost but effective ways of doing this.  One dollar invested in marketing should produce three dollars to your bottom line.  E-Marketing is most likely to be your best bet.  Use websites, newsletters, blogs and social networks.

·      Review Your Profit Centers: Eliminate products and or services that are not selling well and or have poor margins.   Customers are more likely to be shopping for things they need  during difficult times.

·      Innovate New Products and Services Offerings: Product development is the life blood of all businesses.  Identify what your customers need and fill those needs.

·      Think Strategic but Act Tactically: Take time to think about long term planning.  It is difficult to get to where you are headed unless you set a direction.

Reinventing Your Business

Rebranding has become a strong global technique to retain consumer confidence especially when business has gone sour or competition threatens to narrow profit margins.

Some companies also rebrand when they expand their business, if the old brand does not fit well with the new model, or where modern trends demand that the company discard obsolete aspects of their brand.

Experts say branding is about perception — it defines a business or product from the competition.  The ultimate purpose of any re-brand is strengthening connections with its customers.

A good example is Chartis Insurance Company Ltd who rebranded immediately after their parent company AIG was hit hard in the financial crisis.  The regional branches of AIG in Kenya and Uganda also quickly rebranded fearing the shadow of the financial crisis would cause customers to flee to other companies. AIG maintained that its brand, associated image and public perception were important factors for its business and tried to discourage the rebranding.  Chartis survived because they managed to convince their customers that there was a distinction between it and the old company.

Another example of successful rebranding is India’s Bharti Airtel who dropped Bharti from their name retaining only “airtel” with all letters in lower caps in its India market.  This mobile telephone company later rolled out its new brand across its global footprint in Asia and Africa The new identity gave them the opportunity to present a single, powerful and unified face to customers, stakeholders and partners around the world.

Successful rebranding requires the company to inform the public why it is making the change and how the new company will look.  Keeping the public informed of their actions helped to make the change more acceptable.