President Franklin Roosevelt established the March of Dimes in 1938 to save America's youth from polio. Within 17 years, the Salk vaccine had been developed, and it virtually cured the disease. With incidences of polio now rare, the March of Dimes has had to reinvent itself as an organization that improves the health of infants in other ways. Top management relied on marketing to help identify and focus that new direction and communication. I recently talked to Doug Staples, the top marketing executive, to learn about how he makes marketing matter in the nonprofit organization.
Young: You say you “evangelize” for marketing inside your organization. What does that mean?
Staples: It means helping people understand what marketing is and how it can be helpful to them. There's a certain amount of entrenchment where people are happy doing things the way they've been doing it, but that's where the need for evangelizing comes in.
Young: How do you do it?
Staples: One, it's important to have some leadership from the top saying that this is an important function. Two, I try to bring in the other functions to become more marketing oriented in order to have an endorsement at a high level. And then creating some simple tools can be effective. We've developed an eight-step guide to make a marketing plan, to help take leaders through the thought process. We've got a lot of different people in the organization working on a lot of different things, and, with just two of us, we can't do a marketing plan for everything and everybody who might decide that they want one. So we've tried to give people tools to think like marketers on their own.
Young: How were you able to sell marketing up on top of the organization? What did you do?
Staples: Our president had the sense that there was something that wasn't quite right about our positioning or the way we were trying to sell ourselves. So when we went to her in the mid-90s and said we want to do a market positioning study, she was very receptive to that. She helped us champion the idea that we really need to look at this and invest in it, and then it took on a life of its own after that.
Young: How did it take on a life of its own?
Staples: That gave us the platform to sell ideas into the organization and introduce new ways of looking at things. Our market positioning study led to a new logo, which is always a controversial process in organizations. Through that process, people began to see that consumer information can be a powerful tool for shaping messages and for getting consistency of message through the organization. Having the example of the logo or the brand for the whole organization, people were then more receptive to seeing how their particular event or how their particular educational product might benefit from that approach.
Young: How successful have you been?
Staples: It's hard for people to get marketing in the abstract. It's also hard for people to integrate an abstract. The thing that has really propelled us in the last two years is we decided to focus on a new initiative: premature birth. That is, our new purpose is exploring why the rate of premature birth is going up and investing in research to solve it. We decided from a marketing perspective to make that a real focal point, even though that wasn't the only thing we were doing. Giving different parts of the organization a focus that they could integrate made the marketing practical. We were able to bring a lot of people into a more strategic and more integrated approach.
Young: In “cause” marketing, is it more powerful to focus on emotional appeals or rational appeals?
Staples: When we did our consumer focus group research on this premature birth issue, we really saw people breaking down into two categories. There were the people who wanted the emotional side of the issue, the human drama that you're talking about. But there was also about half the people who really wanted facts. They wanted to know the rate of increase, etc. There are more women in the emotional side and more men in the fact side. We found the most effective messages were those that combined both. So, if you gave a fact like “450,000 babies are born prematurely each year,” it was stronger if you then added something like “their lives may hang in the balance” or something that painted a little bit of a picture or brought a real person or a real baby into it. So, combining fact and emotion, I think, is a key strategy in nonprofit marketing. I think you need both of those things.
Young: How does that play out internally?
Staples: It works internally the way it works externally. If you can figure out how to blend the two, then you can capture everybody. And that's important particularly in nonprofits. They tend to be a lot more consensus driven than for-profit businesses, wanting everybody to be comfortable with the message.