If you’re reading this, it’s likely that you are looking for ways to increase your impact. Social return on investment, or social ROI, lets you objectively define and measure your impact. Once you can define and measure impact, use that ability to identify communities to serve. Decisions about who and where you choose to serve–what the private sector calls market entry decisions–have a huge influence on the impact that you have.
Plenty of people, including public sector marketers, think design means making things look cool or trendy or pretty. However, looking good is only a by-product. Design is the thought and intention behind creating a product or service that succeeds in filling a need. To ensure success, true marketers create systems not things.
“If you’re the kind of person who tends to succeed in what you start, changing what you start could be the most extraordinary thing you do.”
I previously featured this quote in a post about why society needs great marketers. If you’re a marketer interested in or working in the public and social sectors, maybe you’ve wanted to start a nonprofit of your own. As someone who has started his own business and worked at startups and nonprofits, I advise you to think long and hard before you start a nonprofit. It might not be the best way to have the impact you desire.
If you design goods and services for your clients, instead of with them, you are forced to make assumptions. Inevitably, your assumptions will be wrong. With bad assumptions you risk your goods and services not meeting your clients needs. That means you are wasting your time and money, and your clients’ time and money. With basic needs like health and sanitation, you are also be risking your clients’ lives. At the intersection of nonprofits and client-centered design lies fulfilling your mission for your clients.
Reach and frequency are marketing metrics for planning and evaluating promotional activities. Is your message reaching who you want to reach, as often as you want to reach them? Here are ways to plan for and increase reach and frequency.
In the US, public debts keep mounting, taxpayers keep insisting on lower taxes, and vital services and infrastructure keep declining. We need to find a new way of designing and paying for government. Cost cutting isn’t enough. We need transformation. Lean production principles can transform public and social sector work.
Can you do well while doing good? This is the ultimate question for a marketer in the public and social sector. Doing well in the public and social sector means more than just money. Earning money leads to sustainability and scale, two qualities that communities desperately need and funders desperately seek.
Pricing and payments are core aspects of marketing a product or service. For public and social sector marketers, pricing isn’t always straightforward. Often the buyer isn’t the user, and the goal isn’t about making more money or beating the competition. It’s hard to put a price on open space such as watersheds and parks is hard. How do you determine a cost or value, let alone identify a buyer?
In the island paradise of Seychelles, marketers are collaborating to find a better way to price and pay for both existing national debts and new investments in commons with current funds.
In the United States, discussion of delivery drones usually follows stories such as this New York Times piece about Amazon testing product delivery drones. While Amazon may be aiming for an automated distribution channel, drones offer hope to public and social sector organizations as well.
Distributionis a pillar of marketing, and equitable and cost-effective distribution is a necessity for social goods and services.
This CBS News story showcases several efforts to employ drones in Africa for distributing vital public and social services in areas lacking other infrastructure such as roads and rail.
Nonprofits often receive funding for providing a specific service to a community, but not for the organizational infrastructure that supports the service. Running a food bank or crisis hotline is crucial work, but who is going to pay the rent, phone bill, and liability insurance for such organizations?
Donors have historically avoided funding “overhead.” Understandably, they want as much of their money going to serve the community. The problem comes in not acknowledging all the costs that contribute to providing service.