Campaign Evaluation

AnMed Health is a non-profit health care system located in the upstate of South Carolina. This organization recently caught my attention with a series of billboards lining Highway 81. Since this is a road I travel often, I was curious about the public relations motive behind this advertisement display. After some research I discovered the billboards are part of the Out of Sync campaign promoted by the marketing department of AnMed Health. The purpose of this campaign is to raise awareness within the local population of the fact that one of the region's leading heart and vascular centers is right in their own community. AnMed Health hired a new cardiologist who specializes in working with abnormal heart rhythms and the campaign was also designed to generate business on his behalf.To accomplish this goal, the Out of Sync campaign was created and executed through the distribution of print ads and a television commercial in addition to the billboard series. Media outlets utilized include an official website, Facebook and Twitter. Featured within all campaign promotions is the tagline, "We all know what it feels like to get a little out of sync. But when it's your heart, it can be a sign of a serious problem."

Although this organization has the resources and the personnel to produce a successful campaign, I believe several tools did not reach their full potential. Older individuals in need of cardiac care are the most likely to pursue further information on a heart health campaign. The billboards, print ads and commercial did not relate to this target audience. For example, one of the main images featured in the promotional materials depicted a cheerleader kneeling out of formation from the rest of the squad. The idea is to communicate a person "out of sync," but it is difficult for an older person driving down the highway to make the visual connection between people having heart problems and cheerleaders jumping out of line at the wrong time. I did not understand the purpose of the advertisement until I took the initiative to look it up for myself. In my opinion the serious nature behind the campaign was not well expressed. The TV commercial brings the billboard images to life along with other humorous scenarios, but if a person is laughing at the presentation it is unlikely that he or she will feel compelled to make an appointment for a heart screening. Cardiac care is no laughing matter, particularly for older people, and the promotional materials do not communicate the proper tone. The social media was conducted appropriately, however, and it was interesting to explore all of these aspects of health communication. Hopefully the marketing department of AnMed Health will identify these issues and produce future campaigns that are better representative of this worthy organization.  

For more information on the Out of Sync campaign visit this website: http://amc.ndandp.com/

Becoming Part of the Spectacle

Today in my visual communications class we talked about spectacles. Essentially, a spectacle is an event that is out of the ordinary and so captures the attention of a large group of people. According to Guy Debord, “the spectacle’s function in society is the concrete manufacture of alienation.” Guy Debord was the leader of the Situationists International, a group of politically motivated artists in 1960s France. This organization used their life situations to point out restrictions to freedom through spontaneous creativity in everyday experiences. What did Guy Debord mean by this quote? He was trying to communicate that watching spectacles unfold privately on your television at home does not make you part of the actual spectacle. On the contrary, there must be action starting with getting off your couch and becoming part of the crowd driving social change.

While this core principle still holds true, the rules have changed. Social media enables people to become part of the crowd without having to physically move. Through online social networks, an organization can build up and strengthen its supporters while spreading its work to the general public. Nonprofit organizations can take advantage of this through crowdsourcing. According to The Networked Nonprofit, crowdsourcing is the process of organizing many people to participate in a joint project, often in small ways. There are four parts of crowdsourcing that come together to bring results greater than an individual or organization could accomplish alone. They are:

·         Collective intelligence or crowd wisdom.

·         Crowd creation.

·         Crowd voting.

·         Crowd funding.

The best way to utilize a crowd movement is through microplanning, which the book described as an iterative process of small experiments that lets organizations change them easily. Basically, this concept involves breaking a project up into small steps that eventually lead to a big change.

After this development has occurred, learning loops is a process used to monitor and analyze results in real time. Learning loops also incorporates a process of reflection at the end of the project. The focus is on measuring an organization’s use of social media. The Networked Nonprofit says an organization should plan its learning loops on three steps:

·         Pick a specific narrow objective.

·         Design low cost low risk experiments.

·         Articulate key learning questions.

Social media can be used to directly affect change when a large group of people are motivated to take their opinions online through comments, tweets, and blog posts. It is vital for an organization to examine the success of their efforts and to embrace the value of social media. Listen to Guy DeBord and become part of the spectacle. Discover what you can do to be a part of positive social change.

dragonflyeffect.com

Fun fact: the dragonfly is unique in that it is the only insect able to move in any direction when its four wings are in concert. The Dragonfly Effect, written by Jennifer Aaker and Andy Smith, created the dragonfly model to reveal how ordinary people can drive incredible social change by harnessing the power of social media. Applying this concept in terms of communication, the authors demonstrate how the "four wings" work together to use social media to achieve unprecedented social good and customer loyalty. Each of the wings is described on the website, dragonflyeffect.com.

 

• Wing One: Focus

How you identify a single, concrete, measurable goal

• Wing Two: Grab Attention

How to make someone look

• Wing Three: Engage

How to foster a personal connection

• Wing Four: Take Action

How to enable and empower others

The objectives represented by each wing are simple but when working in tandem yield great results. It was interesting how similar the model is to the ideas presented in The Networked Nonprofit. In both the primary goals are to study the target audience, develop a plan for reaching these individuals, and then build a large network of open and mutually supportive relationships. The website was fascinating to explore and even offered opportunities to connect with others who are using the dragonfly model via social media. Since the book would offer an even greater wealth of information, it is definitely going on my communication reading list.

Building Transparent Relationships

Social Media presents a whole new way to develop relationships. Traditionally, a nonprofit organization engaged in person-to-person communication with its audience. This method of personal persuasion consisted of having a conversation with one or more prospective target members to encourage them to use the nonprofit’s offers, donate, volunteer, or to act on an idea. While still useful, this strategy is limiting. By using social media, a nonprofit organization can initially reach the public through its Web site and then expand by going to places online where people naturally congregate. Outside of its own Web site, the role of the organization is to support and guide dialogue on social networks. Successfully reaching supporters requires meeting them on their own playing field. Today, that means establishing a presence on outlets such as Facebook and Twitter, hubs of communication utilized by millions for the purpose of making social connections.

Even within the world of social media, the foundation of any relationship is listening. Before taking action, nonprofits must first listen to what people are talking about, what interests or concerns them, and how they view the organization. How do you listen over a technological device? By sifting through online conversations, making sense of data, and then using what is learned to influence those discussing the message. Active listening in terms of social media means being aware of what is happening with supporters and then using this information to explore further opportunities.

The next step in building relationships is engaging, which in the context of social media is interacting with people online. There are numerous ways to engage, including sharing information, entering or initiating conversation, showing appreciation to supporters, educating or raising awareness, and asking people to donate time, talent, or funds. Of course, in any public forum there will be critics contributing negative comments. In these situations, leadership should personally participate and engage with critics. An uncomfortable scenario can become an opportunity to potentially build a relationship.

The end goal of listening and engaging is to build relationships between an organization and its network. Concepts that are associated with building might include planning, structure, and organization. On the contrary, relaxing coordination efforts and allowing imperfection can have a successful return in power and creativity. The organization should always be intentional but also realize that individuals tend to follow their own unique path. People can tell when an organization is insincere, which is why having authentic motives is so imperative. Related to this is the idea of karma banking, described in the reading as giving to the world without expecting anything in immediate return. I agree that having a long-term perspective is necessary when trying to enact social change. Even if the prospect does not respond positively when first asking for a donation, you will have learned a great deal and can plan better for the next attempt. Continuing to show appreciation will have payback in the long run. It is a good point to remember that many people have the desire to be helpful and will be useful if given the chance.  If you take the time to uncover barriers, target members might be moved to participate in other ways.

The ladder of engagement described in The Networked Nonprofit offered a great illustration of the diverse mix of supporters tapped into by an organization. Basically, it is a framework of participation where people can start anywhere and work their way up and down. This is another example of how an organization should not focus on control but rather work to provide opportunities for people to become more engaged. The different levels are defined by participant type and involvement:

·         Happy bystanders: listen to information.

·         Spreaders: share information about a cause with other people.

·          Donors: contribute money to a cause.

·          Evangelists: ask other people within their personal social networks to give time and money to a cause.

·          Instigators: create their own content, activities, and events of behalf of a cause.

Strong relationships are built on trust through transparency. For nonprofit organizations, transparency is necessary for honest and open engagement and should become a way of thinking and being. According to The Networked Nonprofit there are three kinds of organizations:

·         Fortress: focuses on self-protection and holds the outside world at bay by controlling communication that goes out and not allowing outside communication into the organization.

·         Transactionals: provide services offered and selected by the public that are primarily based on cost. Target publics exist merely for financial support.

·         Transparents: people from the outside are let in and staffers are let out, both being enriched in the process.

For an organization to be transparent, leadership must be straightforward when talking to various audiences. If values are easily seen and understood, employees can spend more time reinforcing the public view of the organization and helping people when appropriate. In addition to sharing good news, it is perfectly acceptable to acknowledge the bad. An interesting point made in the reading was that the more public an organization is, the easier it is to find it and the more opportunities it will have. This seems obvious but I believe it is a truth too easily overlooked. It is much easier to pursue an organization when it quickly pops up in a search engine and lists all information that could possibly be relevant to the viewer. The successful nonprofit organization is one that builds strong relationships founded on transparency with a large number of people. Social media is the perfect vehicle to accomplish this objective.  

Engage With The World

The technological tools used for communication are constantly changing. Despite the fluid nature of social media, there are still specific structures and patterns that need to be understood in order for these tools to be utilized to their full potential. The Networked Nonprofit identified two main components of the social network. First are the nodes, which are people or organizations in the network. Connections between the nodes are called ties. Obviously, no social network is exactly identical. They come in numerous forms unique to the purpose they serve. All networks, however, are made up of strong ties with relatives and close friends and loose ties with friendly acquaintances and lighter connections. The most effective networks are made up of a combination of these relationships. Both strong and loose ties can be powerful when activated to support a cause. For this reason, it is important that a successful nonprofit look beyond its own workings to focus on the social networks inside and outside of the organization.

Social networks are developed by social media and can determine the extent of an organization’s relationships with the world. As access to the Internet increases, more thoughts and opinions are being shared on a daily basis. Organizations must be able to listen as well as demonstrate leadership in facilitating online conversations. Creating a positive social culture requires leaders to step out of their comfort zone and embrace technological progress. Passionate individuals who use social media on a personal level will find it easier to connect with an audience. Naturally, those who are in positions of authority may be reluctant to be open for fear of damaging brand image. To negate these fears, I recently learned in my persuasion class that credibility is increased when people identify with the speaker. If relevant to the persuasive goal, emphasizing areas of similarity can lead to greater persuasive success. In addition, liking of the source is related to trustworthiness. Nonprofit leaders who are personable with their target publics will validate the causes they promote. Of course, change is hard and there are apprehensions of being vulnerable that must be confronted in maintaining an online presence. While it is necessary to be transparent, ethical guidelines and rules of conduct should be followed when communicating on the World Wide Web. A good standard to uphold is not saying anything online that could not be said in a face-to-face context. Communicators must take responsibility for their words because whether spoken or posted in an update, they can be impossible to retract.

Building a strong social network by applying this knowledge is our goal for Safe Harbor and the Relationship Education Project (R.E.P.). Specifically, our objectives are to expand their online support by consistently updating their social media in a manner relevant to the target publics. Communicating through an online social network offers unlimited possibilities. With these thoughts in mind, it is so exciting to work on building the network opportunities for Safe Harbor and R.E.P. by using technology to engage with the world.

The Networked Nonprofit

The concept of the networked nonprofit is fairly new. Our grandparents were lifetime members and donors of organizations that supported causes in which they strongly believed. This commitment along with the desire to be associated with a worthy cause served as motivation for communities to come together and effect social change through face-to-face involvement. Times, however, are changing. As the Baby Boomers retire from their senior management positions in nonprofits, organizations must adapt to the cause-driven work styles of the Millennials. This generation is unique in that it is the first to live digitally connected lives. Focus is now on the individual rather than the institution. Although we maintain a commitment to causes in general, we tend to support various organizations as moved by particular efforts.

This generational shift is why nonprofits must embrace simplicity and transparency in seeking to make their interactions emotionally touching. People are looking for a variety of ways to participate at every level, and organizations can take advantage of this by making it their goal to engage in conversations that build lasting relationships. As our textbook The Networked Nonprofit points out, networking is only possible through social media. In turn, the revolution that is social media hinges on personal contact. We utilize this key concept as a class in COMM 456. For example, while planning our promotion strategy for the Safe Harbor Chick-fil-A event we determined that using personal invitations on Facebook and Twitter would have a greater impact than displaying posters at random on campus. Face-to-face interactions are definitely important but for social change to happen they need to be complemented with online activities. Using social media does require practice and dedication of time, but it is worth the effort if for no other reason than the majority of the population now has access to something called the World Wide Web.

The Networked Nonprofit also identified free agents as a powerful new force in communication. According to the text, “Free agents are individuals working outside of organizations to organize, mobilize, raise funds and communicate with constituents.” Free agents should be viewed by nonprofits as allies rather than interfering outsiders. They have the ability to influence large groups of people to support various causes with as simple a tool as a Facebook Causes application. This networking power can be a huge resource if given the freedom to function as the individual sees fit. History has already demonstrated that when given the opportunity, people are capable of making huge changes. Sparking and then connecting individual creativity and passion will ignite the fire of empowerment necessary to make the world a better place. That is the future of the nonprofit.

Thoughts on Choosing Spokespeople and Working with Others

Although commonly used, the phrase “don’t shoot the messenger” is a concept that is not relevant in the communications world. According to Strategic Communications for Nonprofits, “It is critically important to choose the right spokespeople, as the messenger may be even more important than the message in establishing trust and credibility for your organization.” Clearly, selecting and training spokespeople is crucial. In a nonprofit group volunteers often play a large role. As a result, there may be a tendency to let anyone speak to the press. It is necessary, however, to establish a main public spokesperson who builds a name for the group and awareness of its work. Many people may be contributing to the success of an organization, and their efforts should be recognized. An experienced spokesperson should be continually training to hone their skills and will work on a different schedule from the rest of the group. Besides being closely involved in developing media strategies, he or she needs to be available to speak on short notice and meet close press deadlines. When there is an opportunity, a nonprofit organization should take advantage of celebrities or third-party spokespeople who can attract attention and bring validity to the cause. For day-to-day efforts, someone who is comfortable and willing to take the time to deliver a good presentation will be a huge asset to a nonprofit.

Adding the personal touch is an ideal that has come up several times, and is obviously very important. In the context of today’s media, people are looking to make a connection with something to which they can relate. Real stories from ordinary people can “put a face” on issues that might otherwise be overlooked. Communicators responsible for selecting people to work with the media can help their spokespeople perform to the best of their ability by doing research on the reporter, clarifying ground rules, and discussing the best interview practices. There are risks in conducting these interviews, but positive coverage can help the public understand the issue and reach those who need help.

After developing a dedicated communications team with an established spokesperson, an organization needs to look outside of itself and capitalize on the power of partnership. In my nonprofit marketing class, we often discuss ways to edge out the competition when similar groups approach the same target public. Sometimes, collaborations with nonprofits coalitions and media working groups can actually enhance internal communications. It makes sense that coordinating efforts rather than competing for media attention is a powerful way to work on media strategies. When trying to raise awareness rather than funds, nonprofits should definitely work together for maximum outcome. In working with Safe Harbor, we have events that serve the purpose of raising funds specifically for Safe Harbor. With events that seek to raise awareness on the issue of domestic violence, it may be wise to team up with other local organizations that have the same goal. Organizations that work together should have similar levels of experience, a positive reputation and an ability to commit a fair share of resources and effort. Of course clear involvement goals should be acknowledged at the beginning. Communication is of course key. Partners need to be consistently updated and kept inside the loop. With a growing number of outlets seeking publicity, media partnerships can keep an organization in the public eye by providing local information and announcing opportunities for civic engagement.

As the last blog post on readings from Strategic Communications for Nonprofits, I would recommend it as a useful resource in learning how to successfully work with the media. In conclusion, a final lesson from this book caught my attention: always be animated and genuine in your treatment of important issues and you will successfully ignite the interest of news organizations and their audiences.