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committees Archives - Syneka Marketing

Australian Marketing Institute – Victorian End of Year Function

By | Advice, Advice for Businesses, Advice for Not-for-profit Organisations and Charities, Government, News, Presentations | No Comments

Over the past twelve months, the Australian Marketing Institute (AMI) has focused on strengthening its capacity, including a new governance structure, newly appointed CEO and a re-forming of its State Committees. The aim for 2014 was to strengthen these foundations so the AMI can expand its presence in 2015 and beyond.

Tonight we held AMI Victoria’s final activity for 2014, an end of year networking event. While formalities were kept to a minimum, the event provided an opportunity to introduce the members of the new Victorian Advisory Committee. This event was also my first in my role as Chair of the Victorian Advisory Committee. It was fantastic to speak to the attendees, and to gain an insight into their experiences and skills.

Planning is underway for 2015, with a renewed focus on demonstrating the value of marketing and elevating the role of the Australian Marketing Institute. Our first event for 2015 will be a breakfast on the 26th of February discussing Big Data. Stay tuned for details and other exciting events in the new year.

Loyalty stages – moving members forward

By | Advice for Not-for-profit Organisations and Charities | No Comments

Members become (and remain) loyal one step at a time. Here are the key loyalty stages you will need to understand as you ‘move’ your members forward and build that loyalty … and trust.

  1. Who are your suspects, where are they, how will you approach them?
  2. What do you do to qualify suspects and turn them into genuine prospects – what value and benefits do they see? How innovative are you in attracting …
  3. First time members. How do you treat them? New member value package? New member event? Mentoring plan for new members? Or – do you count their membership fees and smile? If you don’t plan to build new member loyalty, you won’t be smiling for long.
  4. Members. This is the person who belongs to your organisation, pays their fees, attends meetings, attends games, contributes something to your organisation. They spend a fair and reasonable amount of their money (and their time) with you.
  5. Valued Members. These people tend to spend more, and more often. They are loyal and generally enjoy being a member of your organisation. This is not to imply that the (d) Member is not of value – simply, an (e) Member contributes more in terms of revenue, time and effort to your organisation.
  6. Advocates. These Members are your volunteers, leaders in the recruitment of new members, ‘cheerleaders’ at every event and major revenue contributors. They take their turn on the board, serve on committees and are generous and selfless with their time (and their money).

Do you know who your members are and in which classification they belong? The ideal situation is to move first year members to ongoing members, then to valued members. Ensure that your
Strategies
incorporate moving your members forward.

Creating new opportunities through Social Enterprises

By | Advice, Advice for Not-for-profit Organisations and Charities | One Comment

The formation of social enterprises is becoming increasingly important for not-for-profit organisations and charities, as they seek to diversify income and reduce dependence on government funding.

A social enterprise exists to generate not only a positive financial return, but also to achieve broader community outcomes.

There is no formalised definition, but in 2009 Social Traders partnered with the Australian Centre for Philanthropy and Nonprofit Studies (ACPNS) at the Queensland University of Technology and identified the following attributes:

  • Are led by an economic, social, cultural, or environmental mission consistent with a public or community benefit;
  • Trade to fulfil their mission;
  • Derive a substantial portion of their income from trade; and
  • Reinvest the majority of their profit/surplus in the fulfilment of their mission.

We have worked with several organisations in developing strategies and implementing concepts for social enterprises. As a result, we’ve seen several elements that we believe are crucial for success.

Provide a commercial focus, while retaining core values

A social enterprise, like any other business venture, needs to generate a positive return. A social enterprise that is continually dependent on grants or donations, is not diversifying the income of an organisation, or expanding its capacity.

As a result, there is a need for organisations to have a commercial mindset that can also recognise positive social outcomes.

We recently worked with six inner city community learning centres to develop a new social enterprise through the Inner North Cluster. The social enterprise will aggregate resources and reduce duplication, with the aim of providing services to other centres. There is a need for a business perspective to achieve the social outcomes that would enable the individual centres to focus on their core services of providing educational opportunities.

Connect the social enterprise with the core purpose of your organisations

The products or services of a social enterprise should have a correlation with the key strengths and purpose of an organisation. Maintaining this correlation will help during the formation of the social enterprise and facilitate the exchange of knowledge.

We’ve worked with Volunteering Western Victoria to develop Governance Mentors, a program that will provide mentors to community organisations and improve the governance of committees.

Governance Mentors correlates to Volunteering Western Victoria’s aim of expanding the capacity of community organisations through training and skills development. The social enterprise broadens the organisation’s reach, but still relates to its core values.

Social enterprises will often require substantial discussion and planning

Social enterprises will often require substantial discussion and planning

A social enterprise like any good idea needs a plan

Establishing a social enterprise will require initial financial resources and time. Developing a plan enables an organisation to identify how the social enterprise can achieve its aims, while delivering a positive financial return.

Social enterprises need to add value and not compound existing problems. Planning ensures that opportunities are identified and that risks are considered.

Social enterprises can be time consuming in their initial formation, but they can lead to not only additional income, but also an expanded capacity to deliver the core values of an organisation. We have enjoyed working with a range of organisation to develop their social enterprises.

Ensure that there is sufficient time to consider media releases and promotion for your event.

Training Workshop: Marketing for Media and Events

By | Advice, Advice for Not-for-profit Organisations and Charities, Presentations, Resources | No Comments

Many not-for-profit organisations conduct events to raise awareness or as fundraisers to provide support to their core services. We conducted a half-day workshop on events and media in conjunction with Eastern Volunteers.

There are considerable challenges in managing events, particularly in ensuring that the activities support the aims of the organisation and provide a positive return. Many not-for-profit organisations do not have the resources available for a dedicated events team. Subcommittees can be useful in overcoming these constraints by encouraging staff and volunteer participation, while also enabling a range of people and skills to become involved in planning and conducting an event.

Events should be evaluated against objectives to justify the commitment and resources. For example, it may be useful to evaluate the effectiveness of an event in regard to fundraising, staff resources, financial return and awareness.

Ensure that there is sufficient time to consider media releases and promotion for your event.

Ensure that there is sufficient time to consider media releases and promotion for your event.

Business Sponsorship is often required to support community events and it is critical that an organisation is able to demonstrate tangible benefits for this support. Not-for-profit organisations should prepare information packages that outline the benefits of sponsorship, including the audience reach and ongoing coverage. It is often useful to determine whether an event attracts a particular demographic and to target businesses who wish to reach a similar target market.

Several levels of sponsorship should be provided, with clear differences in value between each package. Providing a range of sponsorship packages, enables several businesses to become involved and encourages the potential to upgrade support in future years.

Businesses should be encouraged to be present during the event and to see first-hand the results of their investment. Providing photographs and videos also enables businesses with ongoing materials from the event and can support discussions for support in future years.

Events also need to be sufficiently promoted and it is often useful to plan backwards when organising an event. This approach will help ensure that invitations, media releases and other promotional tools are dispatched in time.

Media releases should be relevant to the audience of the media outlet to assist in coverage. Often it useful to speak to a journalist directly to reiterate key points from the media release. Journalists will not be able to cover every aspect of an event so ensure that the essential information is conveyed in the media release and during conversation.

The Workshop received extremely positive feedback and will hopefully assist organisations in planning and conducting their events.

Rotary Club of Ringwood

Rotary eClub of Greater Melbourne – first Board Meeting

By | Advice for Not-for-profit Organisations and Charities | No Comments

The Rotary eClub of Greater Melbourne is the newest formed club within Rotary District 9810, covering Melbourne’s eastern and southeastern suburbs. This evening the Club held its first board meeting to discuss decisions that need to be made by the Board of Management.

Rotary Clubs have several sub-committees, which report through to the board of management. The sub-committee reports enable board members to offer their input and ensure that everyone is across the Club activities. The board meetings are held approximately every six weeks, with minutes posted onto the Club forum to enable visibility for other club members.

As a newly formed Club, the organisation is developing its projects and program for the year ahead. It’s an exciting time to be part of the Rotary eClub of Greater Melbourne as the club identifies its vision for the year ahead.

Australian Marketing Institute

Australian Marketing Institute – Communications Subcommittee

By | Advice for Businesses, Advice for Not-for-profit Organisations and Charities, News | 5 Comments

The Australian Marketing Institute (AMI) is the peak association representing marketing within Australia. Members can become involved with the AMI through various subcommittees that help identify and implement a vision for the organisation.

This year I nominated for the Communications Subcommittee and attended my first meeting this evening. This Subcommittee is charged with identifying a communications strategy for the AMI with the aim of engaging and re-engaging members.

As a member of the Communications Subcommittee I am aiming to share my expertise in working with businesses and not-for-profit organisations. In addition, I can share my knowledge in working across a range of marketing mediums, including offline communications, e-mail and social media.

The Communications Subcommittee is meeting frequently throughout the year to ensure it can strengthen the AMI’s ability to communicate with members and prospective members.