No Marketing Department?
Rarely do I disagree with creative/copywriting whiz Jeff Brooks. But in a recent excerpt from his new book, The Money-Raising Nonprofit Brand (see, I flogged it), he argues that one of the six signs of a well-run nonprofit is that it has no marketing department.
Jeff argues:
“…the very existence of a marketing department lets everyone else in the organization off the hook. They can accurately say about marketing, ‘That’s not my department.’
Marketing is too important to leave up to marketers. If marketing isn’t built into your entire organization, you will always struggle to tell your story and be interesting to potential donors.
It’s everyone’s job to tell the story of your cause in a way that will help others choose to get involved. It’s everyone’s job to create programs that outsiders can support. It’s everyone’s job to take part in the conversation about your cause. It’s everyone’s job to know, understand, and respect donors.
When the marketing department takes responsibility for marketing and nobody else does, it will fail. A stand-alone marketing department simply can’t stand alone.”
Actually, I do agree with much of that … especially the last sentence. It should be everyone’s job to be a part of the story, the case-making, the donor experience. A noble aspiration.
But to think that will just ‘happen’ — spontaneously, persistently, let alone effectively — without firm, knowledgeable, empowered direction is pure naive hogwash … certainly with respect to any large nonprofit (ie, one with more than, say, three employees).
Firsthand, I’ve seen entire program staffs resist that responsibility. I’ve seen brilliant program staff be horrid at communicating, whether that be to media, to a board, or in a fundraising appeal. And I’ve seen battles as to whose ‘story’ is most compelling and deserving to be told.
Obviously I’m not saying, “Leave it to the marketing department.”
But I am saying a well-run nonprofit requires some dedicated and honed expertise to best understand and shape how to tell the story, to whom, when, through which channels, with measured effectiveness. And the holder of that expertise — a marketer — needs to hold the authority to make the necessary decisions and provide direction.
Tom
P.S. Moreover, a smart marketer will know how to nurture that sense of responsibility and initiative amongst all staff for telling the story, and will educate staff to appreciate how what they do contributes to the donor experience … or could.
7 responses to “No Marketing Department?”
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All very well, but how many fundraisers have any marketing experience or training?
And, to the same point, how many marketers have any expertise in fundraising?
Maybe it’s coming from a background heavy on arts organizations, but my experience has been that management sets up fundraising and marketing as two different – and competing – departments. Competing for budget, competing for access to donors/patrons/prospects, competing for attention from management. Obviously, a management problem. But also a real problem for fundraising. When marketing isn’t directed at involving donors, it’s very hard for development – on their own and fighting for standing – to develop strong relationships.
So I completely agree with Jeff’s contention that everyone has to be involved with fundraising – if fundraising is seen as bringing people closer to the mission and stories of the organization. I think it’s about organizational priorities more than what you call one job or the other. If the organization is all pointed in the same direction, they’re going to succeed. If program people are pointed one way, marketing another and fundraising a third… not so good.
I think, in theory, Jeff is correct. And he’s being provocative with the statement. By the same token, one can argue that having a development committee lets the rest of the board off the hook when it comes to fundraising. And I’ve seen this happen.
Really, it all boils down to leadership.
1. Whether you have a marketing department or not, if leadership (usually the E.D. and the Marketing Director) insist that everyone is a marketer and that the marketing department simply serves as a choreographer and facilitator, then that’s what will happen.
2. Whether you have a development committee or not, if leadership (usually the board president, development chair and E.D.) insist that everyone is a fundraiser and that the development committee (and, for that matter, the development staff) serve merely as catalyst, planner and evaluator, then that’s what will happen.
3. Whether you have marketing and development set up as one department or two (as Mary suggests), if leadership insists they cooperate and that everyone is in “sales” (i.e., that all share the same end goal of persuading folks to become engaged with your organization), then that’s what will happen.
Leadership is key. And when it comes to this, I agree with Mary. The best way to assure the organization reaches its support goals is to integrate marketing and development under the leadership of one seasoned professional. You’re in a battle to win over donor hearts – not just once, but over and over to sustain and build loyalty you can count on. You won’t win the war unless you pull together your team, and your resources, and get everyone together on the same page.
Wes, I’m one. I cut my teeth on grantwriting, moved on to write appeals, thank-you letters, and annual reports, and now I focus on the communications side…but always understanding how fundraising and marketing are related. If your prospects don’t know, like, and trust your organization, they’re not going to give. And if your donors never hear from you, they’re never going to give again.
As John Lepp would say (and I concur), “it’s ALL fundraising!”
I was a marketer long before I became a fundraiser, having worked both in sales and in direct marketing. That background was the reason why I was a successful fundraiser right out of the gate: in every development position, I first spent a considerable amount of time interviewing donors to learn the motivations behind their giving.
And yes, leadership needs to be behind the concept of donor centricity to bring fundraising and marketing on the same page. Breaking down those silos is impossible without it. I did a fabulous podcast with Angel A. Aloma, Executive Director of Food For The Poor, where he talks about going through this process: http://www.pamelagrow.com/4354/interview-angel-aloma-simple-development-systems-podcast/
I’m just happy nonprofit professionals are using the word “marketing” now without getting all squirmy about it. And that fundraisers are finally recognizing the value of professionals communicators.