Can we think about Rotary Clubs as having customers who “buy” our “brand” over competing...
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Transcript of Can we think about Rotary Clubs as having customers who “buy” our “brand” over competing...
Can we think about Rotary Clubs as having customers who “buy” our “brand”
over competing uses for their time, attention and money?
A “brand” is a combination ofImpressions, expectations and affiliations
(which have been build by designwith skill, research and resources)to influence our behavior to buy.
Every brand exists in somecompetitive space and seeks to attract customers by the
perceived value of its advantages.
A product, serviceor organization without a clear
market position and competitive advantage is a commodity
lost in a sea of competition.
The “easiest” thing to brandis a physical product because its package,
contents, price, location and promotion can be designed and executed.
beer
tires
soap
auto
cereal
water
coffee
A service can also be brandedbut the consistent delivery of the service
is more difficult to execute on a daily basis.
Hotel
Pest control
Bank
Restaurant
Hospital
Airline
Branding of non-profits is different since the appeal is primarily altruism
[indirect personal benefit]; volunteers are primarily fund raisers.
American Red Cross
The Nature Conservancy
United Way
Mormon Church
Atlanta Symphony
Savannah Music Festival
In a few non-profits volunteers are the organization with very little paid staff – so the volunteers create the brand by what they do.
The “architecture” of each organization is whatendures and provides stability – the troop,
the Rotary Club and the AA meeting.
Boy Scouts
Girl Scouts
Rotary International
Alcoholic Anonymous
Age Family Needs Rotary’s Place
Over 60 Out of the nest
Social, engagement
being a mentor
A place to stay engaged and pursue personal
interests
35-60 Raising, educating
Recognition, awareness
being responsible
A place to belong, to serve and to be
recognized
Under 35
Starting Contact, being mentored, personal
growth, learning
A place to develop contacts, learn about
community, experiment
How Rotary’s Customer/Member is Different among Segments
Elements PhasesPassionate advocacy
Cultural experience
Utilize & internalize 3. “Living it” phase
Ready to promote
Personalize
Ready to defend 2. “Believing it” phase
Acceptance
Understanding
Awareness 1. “Hearing it” phase
Contact
It takes time to grow a Rotary Brand Ambassador
GSE team leader
Club President
District Role: AG, etc
Matching Grant Mgr
Student host family
NID trip
Intl Convention
Club Service Project
Club responsibility
Attending wk meetings
Rotary Leadership Inst.
Why is branding tough for Rotary?
We are operate at all levels with volunteers
who all change jobs every year worldwide
Each club has its own personality
and largely decides on its own what to do
Many of our projects are not “at home”
and we have audacious, global goals
We seek to bring diverse people together
It takes years to build a “Rotarian”
We sell both altruism and access.
How are we going to strengthen our brandand build our membership?
Learn to think and see “branding” and how strong brands are created thru consistency
See our members as customers with expectations who vote with their feet
Help our leaders see how they create our brand and deliver its benefits by what they do
Adapt our methods to a changing lifestyles and competitive landscapes in the US
Respond more creatively to the specific needs of each segment of our membership
Encourage members to travel to see Rotary’s
impact and significance
Solicit timely, candid feedback and act on that feedback
Perhaps, however, we miss something by focusing on the limited nature of current efforts self-consciously aimed at increasing civic engagement. Several of the most significant movements that provided civic infrastructure for previous generations were not, after all, designed primarily to promote community involvement. The labor movement aimed at material improvement for workers. The Woman’s Christian Temperance Union advocated prohibition and other specific measures. Progressive form movements wanted to undermine urban party machines. It maybe that significant social capital will be generated in our time more as a byproduct of social movements and reform efforts with other goals than as the direct result of crusades for civic engagement.
The future may surprise us by generating social capital in unexpected ways. It also may show that specific efforts to increase civic involvement can be too successful. Putnam asks us to consider this question: What if we were faced with campaigns that were wildly successful at enhancing social capital, but only in the form of tightly bonded, homogeneous social clusters -- the kind of social capital that bolsters divisions between "us" and "them"? If it turns out that the easiest, and therefore most likely, way to increase social capital is via movements that encapsulate their faithful within religious, ethnic, linguistic or other enclaves, then we might be ambivalent about whether we would like to see such a future after all.
By Mark Chaves, a professor of sociology at the University of Arizona.
Rather than seeking to recruit and retain members as an objective in itself,
perhaps we in Rotary should identify a more compelling and energizing objective for doing good
that will capture people’s caring and concern.
Or maybe we already have that and we need to make it more real and powerful
and to give the objective more visibility.
The framework of branding offers us the opportunity to get clear among ourselves with what is ourcompelling message that will attract others.