transforming higher ed institutions to social businesses

There was a time, back when we walked ten miles uphill in the snow to get to school, that traditional marketing combined with recruitment fairs and fundraising campaigns meant steady university revenue. No longer.  

Students, as "customers", are informed and influenced by a social community and by our adaptability to their needs, not by recruitment officers with shiny pamphlets. Donors, as "partners", rightfully demand information sharing, engagement and value, just as they would of the companies they invest in and purchase from.

How can we give them what they seek? Enhance what we already do well -  knowledge sharing and community building - with the evolution of social media, social marketing and, wait for it...social business.

Social business, as defined by SideraWorks is:

"the creation of an organization that is optimized to benefit its entire ecosystem (customers, employees, owners, partners) by embedding collaboration, information sharing, and active engagement into its operations and culture. The result is a more responsive, adaptable, effective and ultimately more successful company."

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Isn't this what higher ed institutions are good at (or at least aim to be good at) naturally? Our researchers constantly look for inspiring cross-discipline and industry collaborations. Our core mission is effective information sharing with students and the community. Engagement of students, alumni, employers and donors is at the core of student service and advancement offices.

The only stretch is now to do all of these good things in a more strategic way, on a much bigger platform, and for a much wider audience.

But it takes work.

• It means a heck of a lot of transparent internal communication and installing the right technology platforms to do it with. 
• It means educating leadership on the benefits of empowering all employees to solve problems, share insights and connect with each other and directly with our customers and partners in order to adapt and evolve.
• It means involving our customers in forming what the product they are paying for will be.
• It means a shift in thinking by the marketing team to publish content that is consumer and partner-centred, instead of news celebrating our own achievements and credentials. 
• It means convincing faculty members that giving their time to speak at public seminars and blog about insights into industry or society will pay off for them in the future with more funding for their work. 
•  It means listening to what our alumni need to improve their lives and then giving it to them, instead of flooding them with emails to attend events that may not be meaningful to them.
• And it means directing financial and human resources to take advantage of new social technology and opportunities. 

The result of this effort is surely worthwhile. Adapting our organizations to a social business model will strengthen brand reputation and relationships since value, service, authenticity and transparency will resonate quickly with our audiences. We will become a true community, not an institution.

And the revenue will follow. More importantly, that revenue will be more purposefully directed to the projects and programs that have direct impact on growth - because it will come from partners and customers making informed choices due to engagement with the people who are creating change.

Demonstrating value, connectivity, and collaborative innovation is what will transform an institution into a social business, and thereby drive advancement success.

Note: another good resource on how to build a social business is at Social Business Forum.

why content marketing is key to higher education reputation and revenue

The explosion of content marketing is great news for higher education institutions trying to build reputation and increase revenue streams. For two reasons:

1. We have lots of content. Sure, it may take more effort to encourage and help faculty blog about their research and teaching, but the information they can share is the stuff that starts conversations. We also have students doing incredible things like experiential learning and community volunteering, and we have successful alumni who have wisdom to share about their industry. The effort spent by university marketing and communications folks on building editorial calendars, sparking ideas, and editing articles written by our stakeholders is so much more effective than simply reporting on faculty or alumni success. Articles and blog posts written by the experts themselves are genuine and they elicit discussion, advocacy and action.

2. It's cheaper than traditional marketing. Most universities don't have the budget these days for advertising, so it's beneficial to us that our target audiences pay attention to social media marketing. According to Hub Spot's 2013 Report on Inbound Marketing, inbound marketing-dominated organizations experience a 60% lower cost per lead than outbound marketing dominated organizations. What's more, social media and blogs are proving to generate real business, not simply brand awareness, delivering "54% more leads into the marketing funnel than traditional outbound leads." 

So what do we need to do? 

First, we need to enhance our digital and social presence and find out what channels our target audiences are using.

Second, we need to encourage our faculty, students and alumni to provide us with content about the experience and knowledge they have gained, either directly or indirectly from being associated with our institution. We need to help them understand the payoffs for them -- writing credits and experience, but more importantly, reputational gains that will lead to long-term new revenue invested back into the school, which only boosts their work and credentials even further. 

Finally, we need to direct traditional marketing budgets and human resources into building mobile friendly sites and acquiring data analysis tools and training so that we can become even better at content and inbound marketing. 

Higher-education institutions are ahead of the curve when it comes to content marketing. Let's take advantage of that to build our level of success. 

To inspire your team, take a look at the great infographic on the anatomy of content marketing, from Content Plus. 

from donor pyramid to advancement pyramid

I'm a big fan of advancement shops over separate marketing, alumni and development shops. And here's why. It's almost impossible for marketing and alumni folks to directly connect their good work on a daily basis to the ultimate goal of revenue if they do not see strategies and tactics and results that move people from conversations and engagement to giving. 

Everyone working in higher education these days knows that universities and colleges are struggling to make ends meet. University leadership is therefore very focused on the bottom line, in order to meet the mission of high-quality research output and knowledge transfer to students and community. 

The best way to boost the university bottom line is by bringing in new revenue. A complete advancement shop whose many resources are all tasked with adding revenue creates a clear and inspiring goal for staff to work toward. 

Does that fly well with marketing shops who are working on building reputation or alumni shops who are building relationships? In my experience, yes. It inspires them to do even better work because they clearly see how reputation and relationship building are critical for new revenue generation and enhancing the university's impact on society. 

Here's how my shop has done it. We've gone from using the traditional donor pyramid to adding a conversation pyramid and an engagement pyramid as well. This "advancement pyramid" reminds us that it takes the whole team working toward the same goal to make a significant impact.

What do think? Do you agree with a shared advancement mission of revenue generation? I'd love to hear from you if have any other models that work well. 

social media: the best thing to happen to university advancement since the invention of homecoming

That's right. While companies are struggling to adapt to social media marketing, university advancement teams are (or should be) rejoicing that we now have tools to enhance what we've always done best: build real relationships and make connections.

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Bill Lee, in this HBR article, rightly states: "traditional marketing is dead." However, peer-based, community-oriented marketing is now thriving because of social media. Lee reminds us to focus on two important things: 1. find influencers; and 2. give them social capital.

The influencers we've traditionally identified will likely be different than social media influencers. And that's a good thing, as we certainly need to focus on building more and better relationships with our stakeholders that don't have gray hair. We can give them social capital by empowering them with information and knowledge that will help them with their careers, their bosses, their employees, their businesses, their peers and their resumes. And then they can share this info and help others as well. We can provide them with value that will make them not only want to promote us, but also solidify a lifelong connection.

Mark Bonchek backs this up by stating that social media is a gift economy, unlike our traditional market economy. In a gift economy organizations must create social currencies related to our brand, and also earn status, not buy it. If we enable our constituents to connect with each other and with us in this way, we will build deep engagement with them that goes far beyond what traditional marketing could ever do.

Advancement teams at universities have long known that sustained growth is built through authentic customer relationships. We must therefore take advantage of every social media tool that makes sense in cultivating those alumni/student/donor relationships we've already begun. And we can reach so many more with social media marketing.

We're already ahead of the game. Let's keep the momentum going.

focusing on the right hero

Ever watch those interviews with Olympic athletes who give you a glimpse into who they really are? They remind us of what a hero really is. It's the person behind the headlines, the one who has shown us that their drive, determination and hard work has allowed them to expend their talents. It's the person who inspires others to be the best they can be.

So who should we be celebrating as the heroes of our own institutions? If you're thinking students and researchers, you've got it backwards. It's our supporters.

Too often we take our story out to the community and market our product- that being our students and our faculty. All well and good, but to inspire someone to support us, we need to tell their story, not ours. They are the hero - someone who makes a real difference. They are the ones who are doing life-changing work by enabling and inspiring us. Therefore, our message should be: we make the work of our supporters possible, not vice-versa.

Let's make our supporters central to our story as the heroes in the change we are seeking to make.

advancing university advancement: breaking down silos

We can't deny it any longer: times have changed. Gone are the days when homecoming events were all it took for alumni engagement. Gone are traditional campaigns that ramped up and wrapped up in five years. Gone are the budgets to build staff in advancement offices. So what can we do to get ahead of this transition?

Use what we already have.

The largest and most valuable resources on a university campus are the students and the faculty. We have energy and expertise in these two groups that we can and should use to build stronger relationships with our stakeholders - without hiring more staff. But university departments often work in silos, and that tradition is tough to break. The advancement team should work across campus to help tear down the walls and build relationships within the institution in order to grow relationships outside of it.

Let's start with faculty. Every school holds an enormous amount of knowledge and interesting work being produced through faculty members and researchers. If advancement professionals build relationships with these individuals and educate them on the benefits of engaging alumni and friends, faculty will become our best advocates. Encourage them to come out to events and talk about their work. Bring the media to them as subject matter experts. Bring alumni to campus to meet with them in their labs and classrooms. They will be be grateful for the interest in their work and alumni and community members will know the cool things happening on campus.

OK, now for our students. Some schools do a good job of getting students involved with advancing the institution, but often we are so focused on engaging alumni that we forget to include our students, who are also part of that distinguished group. At every alumni, donor and community event make sure to seat students at tables with alumni and professionals in order to build networks. Work closely with Career Centre offices in order to build innovative programs that benefit both students and alumni mentors. Work with student clubs to help them with events and finding guest speakers - a great engagement opportunity.

Let's face it: our stakeholders are sophisticated, busy and expect more from us if they are to become involved. Engagement needs to be the focus across all parts of campus, not just the Advancement Office. When all participants understand the impact that this will have, we'll be able to get them on board.

But...

if we want to break down silos across campus, we need to start with our own shop. Integration is key to achieving our goals.

The Alumni and Outreach group needs to step up and play the lead role in building and maintaining meaningful networks. This will mean getting alumni and volunteers involved in ways that they tell us will be meaningful to them, not the other way around. It will most likely involve working closely with career services offices and also with executive education programs. Alumni officers should be front and centre as the go-to  for alumni, students and faculty who want to help advance their institution and create reciprocal relationships.

The Communications group needs to back these efforts up with consistent and disciplined messaging and help with social media technology and strategies. Marketing should create an environment of listening to stakeholder needs, and responding to them and giving them content that will add value to their lives' And marketing should also should be constantly and strategically sharing all of the good things that our faculty and students are doing. The community wants to know who we are and what impact we make on society.

All of this should pave the way for the Development group to then visit with engaged alumni and friends who are ready to give to the area within the school that they feel will help make a significant impact in the school and in the world. If Alumni Officers have done their jobs, Development Officers will need to spend less time on building a relationship and more time on listening to what an individual is passionate about and therefore include them in a project with a faculty member or student early on, so that there can be joint ownership.

Notice I say alumni and friends, not donors. I think that is one more silo that we must break down: all of our donors remain alumni and friends, whether they are giving in a particular year or not. Labeling them donors infers that we are conditionally interested in them. We are not. Alumni, through their years of giving time, talent, treasure or advocacy will always be valuable to the institution, and we must always treat them as such.

So, what are you doing to break down your silos?

face-face and social media fundraising: one and the same

The new world of fundraising looks like this: content marketing, SEO, digital advancement managers, twitter campaigns, and crowdfunding. Yes, things have changed, but the fundamentals are still the same. It's all about building relationships and engaging your stakeholders.

The same old rules of face-face fundraising still hold true. What are they again?

1. Have a strong Case for Support. Your fundraising efforts will only be as strong as the case for what you want your donors to support. This has to come first. Your organization and the project has to be strong, and your online messaging has to be equally as strong in conveying that. Content  is king. If you don't have something important and valuable to post on your web and social media pages, don't say anything. Your aim, just as in "real life" is to have great conversations that will engage stakeholders and build the foundation for a strong relationship.

2. Get out there. A good fundraiser is one that is constantly meeting with people, making connections, and engaging in conversation with donors and prospects. A good fundraising organization is one that does the same thing online. Digital marketing is not the same as traditional marketing. It's about having two-way conversations and engaging people, not simply throwing information or calls-to-action at them. Organizations should find where their target audiences are on social media and be chatting with them and giving them shareable content often and regularly.

3. Listen. Just like with in-person meetings, 90% of the talking should come from your audience. Organizations need to listen for what their online stakeholders are passionate about, what drives them, and what does not. They will be your greatest source of information.

4. Engage influencers. Our greatest assets on the street are our influencers. Donors who are engaged with our organization will influence friends and peers to join the cause. Engaged online followers of an organization can be an army of influencers with an audience bigger than we've dared to dream of. Engage them, empower them to talk about you, and make it easy for them to share information. Set up groups and have share buttons and links on all of your sites that are easy for an influencer to spread around.

Yes, the non-profit world may look a bit different these days, but we all know what we are doing because they are the same things we've been doing for years: building engaged relationships and trust. Happy tweeting!