According to the 4th Annual Nonprofit Social Network Benchmark Report for 2012, only 20% of respondents indicated that their nonprofits are finding their social network communities “very valuable.” The majority (61%) say the value has been “somewhat valuable.” And, there may be a good reason for this. How many can define “very valuable” and “somewhat valuable?”

Almost a third (32%) of nonprofits are NOT measuring the return on investment (ROI) for their “commercial” social networks! Over 60% say they measure the “soft benefit only.” So, it may be challenging to know how valuable these networks have been without adequate metrics in place. (The number of followers does not equate with sound measurement.)

Yet, in light of the unknown, 76% intend to grow their bases this year, 74% want to engage their members more, and over half (54%) want to grow their fundraising via these channels.

Is there something missing here?

Now, don’t get me wrong. I think social media marketing has a place in nonprofit marketing, as part of an integrated and multi-channel marketing communications mix. But, when 35% of nonprofits in this study indicated that their goal for 2012 is to “get a strategy,” there’s something amiss.

Who knows how many nonprofit organizations are being held accountable for their social media tactics today? According to the study, 46% say they have no budget for internal staffing and external resources to maintain their organizations’ presences in these community sites. Almost half say it has NO COST! I disagree.

What percentage of staff time and resources are going into social media marketing? Take their percentage of salary, add employees’ benefits and infrastructure costs pro rated to their salaries, and there lies the costs associated with social media marketing. There is a cost.

If most nonprofit organizations can’t measure the value of using social networks, how can they judge whether they could accomplish more of their strategic objectives using different tactics or channels?

What value has social networking had for your organization?

Note: The 4th Annual Nonprofit Social Network Benchmark Report is sponsored by NTEN, Common Knowledge, and Blackbaud.

So, what IS internal marketing?

It’s when organizations think of their employees as their first market – their internal customers. It’s when all employees are customer-oriented and work together as a team, no matter who their “customers” may be: business-to-consumer customers, business-to-business customers, professional services clients, donors, members, patrons, students… you get the picture.

What’s the purpose of practicing internal marketing?

It helps ensure that employees are effectively carrying out the organization’s programs and policies. An informed staff means one that’s more engaged and invested in the organization’s outcomes.

Internal marketing creates an environment that enables organizations to focus on whatever needs changing internally so they can enhance their external marketplace performance. Happy campers internally mean happy customers externally.

Internal marketing helps organizations deliver better customer service by aligning, coordinating, and motivating employees.

What are the benefits? 
For organizations:
Organizations benefit from higher employee satisfaction and retention. Recruitment and training have costs, so when employees stay longer and are more satisfied with their jobs, that helps organizations save money.

Other benefits include: a customer-oriented workforce, enhanced external business relationships, a better flow of information internally, empowered employees, increased compliance with standards and protocols, and improved brand reputation, and yes, profits!

For employees:
Employees feel more motivated and experience higher job satisfaction. They are empowered to make decisions within certain guidelines and begin to feel more respected and valued for their contributions. This feeling leads to a greater sense of belonging to the “team” as well as responsibility and accountability to employers. Staff conflict wanes and people have better dispositions at work.

Now, who wouldn’t want to work for an organization with a culture like that?
And what does it take? Openness, flexibility, and a desire to do things better for better results. It’s a mindset.

Does your organization practice internal marketing? Tell us what it does that works. If not, what could your organization be doing to make things better?

Other facts to know:

• Facebook traffic begins to increase around 9 AM, and fades after 4 PM.
• The peaks of Twitter activity occur from 9 AM through 3 PM, Monday through Thursday.
• While posting on Twitter when there are many people clicking helps raise the average number of clicks, it does not guarantee the optimal amount of attention, given the increased competition.
• The vast majority of Google+ activity takes place during the work day, with brand posts and total engagement peaking at 9 AM. (May 2012 study from Simply Measured)
• 10 AM is also a significant hour for Google+ brand posts, while the evening hours and early morning hours see the least engagement.

Chart source: MarketingCharts, revised by Elaine Fogel
Important Note: The study’s data uses Eastern Standard Time. I have posted a question on Marketing Charts to see whether the times translate to all time zones.

According to an updated analysis by Witeck Communications, the total buying power of adult LGBT individuals is projected to be $790 billion this year. The LGBT community is a big market, totaling 15 – 16 million people; that’s 6.7% of the U.S. population.

Now, pay close attention:

• Almost half (47%) of LGBT adults are more likely to purchase a company’s products or services when an advertisement has been tailored to an LGBT audience.
• Nearly three-fourths (74 %) of LGBT adults are likely to consider brands that support nonprofits and/or causes that are important to them as a LGBT person. (Charities, take note.)
• Nearly nine out of ten (87 %) LGBT adults say they are likely to consider a brand that is known to provide equal workplace benefits for all of their employees, including gay and lesbian employees. Plus, nearly half (49%) of LGBT adults say that they are extremely or very likely to consider these brands.
• Seven out of ten (71 %) LGBT adults said they are likely to remain loyal to a brand they believe to be very friendly and supportive to the gay, lesbian, bisexual and transgender community “even when less friendly companies may offer lower prices or be more convenient.
• Nearly half (47 %) of LGBT adults are more likely to consider purchasing a company’s products or services when they see an advertisement that has been clearly tailored to “a gay audience with gay imagery and people and speaks to me as a gay person.”

Now, you have it. Not only is marketing to the LGBT market a smart business move, it also indicates your organization’s desire to be inclusive. Unless, of course, you’re a homophobe, in which case, you won’t be reading this anyway. 

Resource:

Harris Interactive and Witeck-Combs Communications, “LGBT Adults Strongly Prefer Brands That Support Causes Important to Them and That Also Offer Equal Workplace Benefits” (2011)

And on what? For “paying for fundraising services and doling out cheap giveaways,” explains an article in The Huffington Post.

A CNN investigation shows that the charity “has spent tens of millions on marketing services, all the while doling out massive amounts of candy, hand sanitizer bottles and many other unnecessary items to veteran aid groups.”

I checked Guidestar for the organization’s most recent Form 990 from 2010. Here’s what it says to describe its mission and activities:

To celebrate, commemorate, promote, and recognize the work of men and women in service.”

To raise awareness of the conditions affecting America’s veterans, to address concerns of veterans, and to improve the quality of life for disabled women veterans.”

Somehow, sending veterans coconut M & Ms does not address their concerns in my books.

Here are some other interesting facts:

• The only full-time employee taking a salary is the chief administrative officer, which in 2010 was $55, 884. One part-time secretary took home $6005. Both positions were instituted in 2010.
• None of the officers took any pay.
• Most of its grants and allocations were non-cash goods: shelter and relief supplies, wellness vitamins, medical supplies, legal services, food, clothing, water, hygiene and personal health products.
• The organization did give away $209,865 in cash grants to four nonprofit groups, the largest of which was $105,000 to Disabled Veterans’ Life Memorial Foundation in Del Ray, FL. to build a memorial.
• Fundraising expenses went to two marketing companies that managed its direct mail marketing programs and offered consulting. Total in 2010: $18,566,485.
• Total direct mail, communications, and contract labor expenses came to: $25,486,789. This does not include advertising and promotion and other expenses.
• IT expenses totaled $400,188.

Related:

Where Did Disabled Veterans National Foundation Funds Go? (Nonprofit Quarterly)