Marketing

1
Marketing Public Relations 10.5

• Harmony University - 2007

2
Agenda

• Part Three
• Understanding Your Audiences
• Part Four
• Membership Marketing
• Part Five
• Event Marketing
• Part Six - Media Relations
• Researching Contacts
• Advertising
• Whats Interesting to the Media?
• Channels
• Best Ways To Approach the Media
• Recognizing Your Media Contacts

• Part One
• Introductions
• Determine Expectations
• Review Mission of this Class
• Review benchmark data needed to make the most of
  this class
• Part Two
• Fundamental Reason for Existence
• The Barbershop Product
• Marketing, Promotion, Public Relations
  Publicity Defined
• Building A Marketing Team

3
Agenda

• Part 11
• Image
• Part 12 Planning
• Strategic Planning
• Setting Objectives
• Defining Strategy
• SWOT Analysis
• Vision Mission
• Strategic Planning is NOT
• Part 13
• Planning Success Principles
• Part 14
• Budgeting
• Part 15
• Conclusion

• Part Seven Public Relations
• How To Generate Publicity/Awareness
• Public Relations Tools
• Developing Your Marketing Message
• Part Eight
• Branding
• Part Nine
• Operating On A Shoestring Budget
• Part 10
• Tools of the Trade

4
Part One

• Introductions Glean experience level of
  attendees
• Capture Expectations
• Review Mission of this Class
• Review benchmark data needed to make the most of
  this class

5
Expectations/Desires

• Bullet 1
• Bullet 2
• Bullet 3
• Bullet 4
• Bullet 5

6
Mission of this class

• To provide YOU with knowledge and tools to become
  more effective chapter leaders
• To provide an opportunity for chapter leaders to
  exchange ideas with leaders of other chapters
• To foster an environment of cooperation and
  collaboration between chapters
• To provide YOU with the basic framework to create
  a marketing plan for YOUR chapter

7
Information needed in advance to achieve the
mission of this class

• Basic knowledge and understanding of the
  chapters annual budget and the budget process
• Identifying and collecting existing benchmarks in
  areas of the chapter.
• For example, it's hard to set a goal of a 10
  increase in show tickets sold or guests attending
  meetings in 2007 over 2006 numbers if you don't
  know what your 2006 numbers were.

8
You cannot discover new oceans unless you have
the courage to lose sight of the shore.
Unknown Author
9
Part Two

• Fundamental Reason for Existence
• The Barbershop Product
• Marketing, Promotion, Public Relations
  Publicity Defined
• Building A Marketing Team

10
We exist to bring a message to three kinds of
people
Fundamental Reason for Existence

• People you know
• People you dont know
• People who know people
• Which group is biggest?

11
The Barbershop Product

• Key components include
• A good music program
• Chapter's chorus and quartets must sing well.
• Good performance package
• Chapter's performing groups must do a good job of
  entertaining their audiences.
• Good administrative team leading the chapter
• Planning that establishes realistic goals for the
  chapter and the officers must follow through to
  lead the membership toward those goals.

12
Marketing, Promotion, Public Relations
Publicity

• If the circus is coming to town and you paint a
  sign saying, "Circus is coming to Fairgrounds
  Sunday," that's Advertising.
• If you put the sign on the back of an elephant
  and walk him through town, that's a Promotion.
• If the elephant walks through the Mayor's flower
  bed, that's Publicity.

13
Marketing, Promotion, Public Relations
Publicity

• If you can get the Mayor to laugh about it,
  that's Public Relations.
• If you planned the whole thing, that's Marketing!
  --Author Unknown

14
Building a Marketing Team

• Inside the box thinking
• Outside the box thinking

15
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
16
Part Three

• Understanding Your Audiences

17
Understanding Your Audiences Existing Members

• Marital status
• 82 Married
• 10 Single/Living with a partner
• 08 Separated/Divorced/Widowed
• Based on 2003-2004 research conducted by Harris
  Interactive

18
Understanding Your AudiencesExisting Members

• Children
• 76 no children at home
• 11 1 child at home
• 08 2 children at home
• 05 3 children at home
• Based on 2003-2004 research conducted by Harris
  Interactive

19
Understanding Your AudiencesExisting Members

• Income
• 07
• 21 25K-
• 39 50K
• 23 100K
• 11 declined
• Based on 2003-2004 research conducted by Harris
  Interactive

20
Understanding Your AudiencesExisting Members

• Employment (US residents)
• 51 employed full-time
• 07 employed part-time
• 11 self-employed
• 03 unemployed
• 36 Student/Homemaker/Retired
• Based on 2003-2004 research conducted by Harris
  Interactive

21
5 MINUTE BREAK
22
Understanding Your AudiencesFormer Members

• Why do lapsed members leave?
• 49 lack of time work/school/family
• 22 moved and either went to a market without a
  chapter or didnt bother to rejoin in their new
  market
• 19 cost
• 15 poor quality singing
• Based on research conducted by Harris Interactive
  
• in 2003-2004

23
Understanding Your AudiencesFormer Members

• Why do lapsed members leave?
• 13 poor leadership
• 13 lack of change (wanted to explore other
  styles)
• 13 not fun anymore
• 11 too much focus on competition
• 10 lack of friendliness
• 9 quartet disbanded
• 6 didnt fit with members, not open to diversity
• Based on research conducted by Harris Interactive
  in 2003-2004

24
Understanding Your AudiencesLapsed Members

• Desired changes from lapsed members
• 32 attract younger members/more family-friendly
• 29 revise musical standards
• 25 improve leadership
• 12 review competition standards
• 8 more flexible on costs
• 8 more quartet opportunities
• Adds up to more than 100 as some responded
  with more than one change.

25
Understanding Your AudiencesPotential Members
Demographic profile of prospects most likely to
join

• Marital status
• 41 Married
• 38 Single/Living with a partner
• 22 Separated/Divorced/Widowed

26
Understanding Your AudiencesPotential Members
Demographic profile of prospects most likely to
join

• Children
• 75 no children at home
• 20 1-2 children at home
• 5 3 children at home

27
Understanding Your AudiencesPotential Members
Demographic profile of prospects most likely to
join

• Income
• 56
• 26 50K
• 14 100K
• 04 would not divulge

28
Understanding Your AudiencesPotential Members
Demographic profile of prospects most likely to
join

• Employment - (US residents)
• 56 employed full-time
• 16 employed part-time
• 20 self-employed
• 07 unemployed
• 25 Student/Homemaker/Retired

29
Understanding Your AudiencesPotential Members
Demographic profile of prospects most likely to
join

• Reasons why prospects have not joined us
• 74 inadequate time
• 69 family more important right now
• 59 dont need it
• 45 dont like barbershop
• 42 dont have a voice
• 38 uncomfortable singing in public
• 31 dont care for the people involved
• This adds up to more than 100 as some responded
• with more than one reason.

30
Understanding Your AudiencesDesired Changes

• Interest will increase with contemporary songs
• 43 of prospects
• 70 of members
• 72 of lapsed members

31
Understanding Your AudiencesDesired Changes

• Interest will increase if other a cappella styles
  of music are encouraged
• 40 of prospects
• 41 of members
• 48 of lapsed members

32
Understanding Your AudiencesDesired Changes

• Three most important changes requested by
  prospects
• More contemporary songs
• Allow other styles of a cappella
• More variety of arrangements

33
Open Class Questions

• What demographic stat from the previous slides
  startled you the most? ____________________
• What demographic stat in the previous slides
  startled you the least? ____________________

34
Understanding Your AudiencesBarbershop Fans
35
Understanding Your AudiencesThe General Public
36
Understanding Your AudiencesGroups That
Facilitate Performance Opportunities
37
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
38
END OF SESSION 1
39
Part Four

• Membership Marketing

40
Membership Marketing

• The key to recruiting members is gaining
  understanding of the potential members interests
  and needs.

41
Membership Marketing

• Questions to ask
• Does your chapter have a system for identifying
  prospective members?
• Are you ready for guests coming in the door?
• How do you treat them when theyre there?
• Whats their impression when they go home?

42
Membership Marketing

• Questions to ask
• What follow up do you provide? Do you survey
  guests?
• Do you provide recognition to your members for
  recruiting new members.
• Do you have a membership booth at all chapter
  events?

43
Membership Marketing

• Questions to ask
• Do you advertise for new members?
• Do you offer training to your members on how to
  market your chapter?

44
Open Class Question

• Please raise you hand if your chapter is
• experiencing growth _____
• holding its own _____
• in decline _____

45
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
46
Part Five

• Event Marketing

47
Event MarketingPublic Performances

• Surf websites
• Send a proactive email
• Follow-up with a phone call
• Follow-up with direct mail piece
• Join the Chamber of Commerce
• Join CVB
• Seek highly visible appearances

48
Part Six Media Relations

• Researching Contacts
• Advertising
• Whats Interesting to the Media?
• Channels
• Best Ways To Approach the Media
• Recognizing Your Media Contacts

49
Media RelationsResearching Contacts - Newspapers

• Collect newspapers sold in community
• Read articles about organizations like yours
• Note names of writers
• Note style of writing
• Note content of articles
• Clip masthead from each publication
• Note names of staff
• Note names of publisher

50
Media RelationsResearching Contacts -
Organizations

• Chamber of Commerce
• Membership list
• Web site
• Net working events
• Convention and Visitors Bureau
• Membership list
• Web site
• Net working events
• Other Fraternal Groups

51
Media RelationsResearching Contacts - Internet

• Search engines web sites
• Learn what you can about publications
• Learn about the writers
• Learn about the mission of the publication

52
AdvertisingPublic Service Announcements

• Free
• Wide circulation
• Persistent

53
Advertising - Paid

• Control of content
• Control of timing
• Negotiate cost placement
• May lead to free coverage

54
Advertising - Paid

• What do radio ads cost?

55
Open Class Discussion

• Please raise you hand if your chapter has
• requested and received free PSA ads from your
  local media to promote a chapter event or program
  _________
• purchased time or spots from local media to
  promote a chapter event or program?
  ________________________
• Would any of you that raised your hands care to
  share any feedback about how these PSA or paid
  spots worked for you?

56
Advertising - Channels
57
5 MINUTE BREAK
58
Whats Interesting to the Media?Human Interest
Stories

• Youth
• Senior Participation
• Surprise
• Excitement

59
Whats Interesting to the Media?Achievement By
Locals

• Awards received
• Successful contest participation
• Grants support received
• Performance at
• Interesting place
• Interesting audience
• Events attended
• Conventions
• Contests
• Educational experiences

60
Media Channels Print (External)

• Free Papers Newsletters
• Weekly Newspapers
• Daily Newspapers
• Magazines
• Direct Mail
• Posters Flyers

61
Media Channels - Radio Television(External)

• Radio
• Local Broadcasts
• Regional Broadcasts
• TV
• Cable
• Broadcast
• Local
• Network

62
Email bulletins and listservs(Internal/External)

• Direct email
• Maintain everyone in simple list manage updates
  using Members Only
• Best for small numbers
• Yahoo groups
• Free easy members maintain themselves
• Weekly poop sheet
• A must! And A natural for email constant
  reinforcement of basics, schedule, changes

63
Website (Internal/External)

• Public facing
• Contact us find us hire us learn more
• General image and recruiting
• Publicity and ticket orders
• Internal facing
• Internal communication, administration, chapter
  management functions

64
Website (Internal/External) Five things a
public-facing web site must have

• Faces!
• Whats a good picture?
• Value proposition Why you should see us, hear
  us, sing with us
• Come see us
• Contact info
• Map to meeting create own or use MapQuest or
  others

65
Open Class Questions

• Please raise you hand if your chapter
• has a website _________________
• does NOT have a website ________________
• How many of you can attribute any guests that
  visited your chapter meeting or members that
  joined your chapter because they saw your
  website? __________

66
Internal Channels

• Chapter bulletin
• Chapter website
• District Bulletin
• Harmonizer
• If you receive or take any photos of a memorable
  or important quartet experience, or pose for
  pictures with any celebrities you meet, write a
  story to accompany the photo and distribute it to
  the above publications. Re-prints of the story in
  these publications are good PR for your group.

67
Best Ways To Approach the MediaHow To Meet Them
Informally

• Organizations they belong to
• Chamber of commerce
• Service clubs
• Where their children go
• School events
• Athletic events

68
Best Ways To Approach the MediaFace-To-Face
Meetings

• Hand them your material if you can
• If you can not meet them to hand over material
• Follow up by telephone
• Follow up by email
• If you cannot meet the person sought, meet their
  associate or assistant
• Harder to ignore submission if personal
• Opportunity to answer questions

69
Best Ways to Approach the MediaRadio

• Paid placement
• How do I know the best radio stations to
  approach?
• What is the best way to approach radio stations?

70
Best Ways to Approach the MediaNewspapers

• Paid placement
• What is the best way to approach a newspaper?
• Whats the best time to contact a newspaper?

71
Best Ways to Approach the Media (Editorial)

• Your aim
• To generate favorable coverage of your
  performances, events and programs and goals.
• The balancing act
• To you, your chapter is special to the media,
  it's just one organization among many.

72
Best Ways to Approach the Media (Editorial)

• Determine Your Targets
• Tell the media what you're doing and why.
• Go to them with news about achievements, not
  plans.
• You will not get very far without a creative or
  unique angle

73
Open Class Questions

• How many of your chapters have and use a media
  target list? _________________
• How many of you would like help in building your
  media target list? ________

74
Best Ways to Approach the Media (Editorial)

• Stick with the basics, spelling out the who,
  what, when, where, and why of what you have done.
• Be open
• Be responsive
• Remember the public

75
Media Recognition

• Thank your media contacts for helping you do your
  job
• Yes, they need to fill their space, but they
  could do it with material from someone else
• They can ignore your material if they do not like
  you or your organization
• Consider a media recognition night at a guest
  night
• Award a certificate to those who publish your
  material
• Thank them before your chapter
• Post their clipping of your material at your
  meeting place
• Provide free tickets to your events and give them
  good seats

76
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
77
END OF SESSION 2
78
Part Seven Public Relations

• How To Generate Publicity/Awareness
• Public Relations Tools
• Developing Your Marketing Message

79
Public RelationsHow To Generate
Publicity/Awareness

• Decide why you want the coverage
• Know whats newsworthy
• Develop a hook
• Define your approach
• Determine your targets
• Be prepared for the coverage and the possible
  consequences

80
Public Relations - Tools

• News release
• How to write one
• Keep it to one page
• Contact information about your group at the top
• The who, what, when, where and why of your story
• The date this information is appropriate for
  release

81
Public Relations - Tools

• News release
• How to write one
• A headline and summary of what this story is
  about
• A short bio on your organization
• Describe photo opportunities that may exist
• A symbol at the end denotes the end of the
  release

82
Public Relations - Tools

• News releases
• Who to do you send a new release to?
• City editor (Newspaper)
• News editor or publisher (Community paper)
• Assignment editor (TV)
• News director (Radio)
• How to distribute
• Fax
• Email
• Mail
• In person

83
Public Relations - Tools

• Media kit
• Components
• News release
• Fact sheet or brochure
• Sharp, glossy BW Photos with everyone in the
  photo identified including the name of the
  photographer (use a label on the back of the
  photo)
• Copies of previous articles written about your
  group
• How to distribute
• In person

84
Public RelationsDeveloping Your Marketing Message

• Crafting your chapters Marketing Message
  requires the ability to understand things from
  your members and prospective members
  perspective. Instead of trying to develop your
  Marketing Message by asking Whats great about
  our Chapter or our Society, ask yourself
  questions like
• What does this person care about?
• What are his problems, concerns or interests?
• Why should this member or prospective member
  invest three or more hours a week to membership
  and participation in our chapter?

85
Public RelationsTwo Types of Marketing Messages

• Short and to the point Some may call this your
  elevator speech or your audio logo. Its a
  response to someone who asks you, So, what do
  you do?
• Complete message

86
Public RelationsShort Marketing Message

• Barbershop
• Its easy
• Its fun
• You can do it, too!
• I encourage all of you to make sure ALL your
  fellow members can recite this short marketing
  message from memory.

87
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
88
Part Eight

• Branding

89
Branding

• Our brand is inclusive of the music we sing,
  the fellowship we experience, the events in which
  we participate and compete and the atmosphere of
  our local chapter meetings. Our brand
  represents our members total experience in the
  Society. Our music is a core part of our brand.
  We are the keepers of a classic American art
  form. Our brand is not bad, but it does need to
  be reenergized. However, bringing about the
  needed improvements in our brand will involve far
  more than aggressive advertising and public
  relations.

90
BrandingThe seven steps of branding

• Focus your brand specialize - our specialty is
  barbershop harmony.
• Create a unique value proposition IMHO we
  struggle to create a unique value proposition to
  members and prospective members.
• More importantly than targeting just a
  demographic, target a mindset - As an
  organization we seem to focus more on targeting a
  demographic and not on targeting a mindset.
• Unlock your market dominate your category we
  do dominate our category

91
BrandingThe seven steps of branding

• Deliver a remarkable customer/member experience
  to drive brand loyalty - IMHO, due to a lack of
  competent administrative and musical leaders and
  planning at the chapter level, we fall way short
  in this area.
• Create a great and compelling business story we
  are an organization full of great stories, many
  of them do get told, but few are compelling
  enough to garner national media attention. Even
  when we do garner such attention it is hard to
  translate how such exposure is leading to
  achievement of Society aims.

92
BrandingThe seven steps of branding

• Make your brand their brand Clearly, with the
  population of the USA and Canada at 333 million
  people and less than 30,000 of those people being
  members of the Barbershop Harmony Society, we are
  making our brand their brand a very small
  percentage of the time. Committee Involvement
  The Marketing PR Committee has been asked to
  become champions of our new branding efforts
  promoting consistent and correct logo usage on
  all chapter-related materials.

93
Open Class Questions

• How many of your chapters build your brand around
  your chorus name? ______________
• How many of your chapters build your brand around
  your chapter name? _____________
• How many of your chapters build your brand around
  both your chapter and chorus name? ____________

94
5 MINUTE BREAK
95
Part Nine

• Operating on a Shoestring Budget

96
Marketing on a Shoestring Budget

• Engage in Strategic Partnerships
• Target Marketing
• Special and Seasonal Promotions
• Cooperative Advertising (barbershop style)
• Value-adding versus discounting
• Discounts and premiums
• Business Cards

97
Marketing on a Shoestring Budget

• Modeling
• Harness the potential of the Internet
• Be Visible
• Create a Referral Program
• Coupons
• Seek Sponsorships
• Monitor Your Programs

98
Part 10

• Tools of the Trade

99
Tools of the Trade

• COMMUNICATIONS
• PHONE LINE
• VOICE MAIL
• WEB SITE
• BUSINESS CARDS
• EMAIL ADDRESS

100
Tools of the Trade

• EQUIPMENT
• COMPUTER
• COLOR PRINTER
• SCANNER
• FAX
• DIGITAL CAMERA
• POSTAGE METER

101
Tools of the Trade

• OTHER TOOLS
• MERCHANT SERVICES AGREEMENT
• STABLE MAILING ADDRESS
• MAILING LIST
• PRESS KIT- One that tells them who you are, what
  you do, and why they should hire you.
• PHOTOS - Stock a quantity of 8X10 color and black
  white photos with your group logo and contact
  information.

102
Part 11

• Image

103
Image

• QUESTIONS TO CONSIDER
• PHONE LINE Is your phone answered
  professionally?
• VOICE MAIL Is your voicemail greeting scripted
  professionally?
• WEB SITE What kind of image does your web site
  project to visitors?
• PRESS KIT - What kind of image does your press
  kit project to potential clients?

104
Image

• QUESTIONS TO CONSIDER
• REHEARSAL VENUE - What kind of image does your
  rehearsal hall project on visitors?
• BUSINESS CARDS What kind of image do your
  business cards project? With contact information
  on the front and a map to your meeting location
  on the back
• LETTERHEAD What kind of image does your
  letterhead project?
• THANK YOU CARDS What kind of impression do you
  leave with a client if you send a thank you card
  after a performance?

105
Small Group Discussion

• Share experiences where your chapter partnered
  with other organizations in your community. What
  were the benefits? What lessons were learned? (5
  minutes)

106
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
107
END OF SESSION 3
108
Part 12 - Planning

• Strategic Planning
• Setting Objectives
• Defining Strategy
• SWOT Analysis (Strengths, Weaknesses,
  Opportunities, Threats)
• Vision Mission
• Strategic Planning is NOT

109
PlanningWhy Should My Chapter Create a Marketing
Plan?

• Asks answers questions of importance
• Simulates the future
• Forces the setting of objectives
• Gives a framework for decisions
• Develops performance measurements
• Improves communication

110
Planning

• Planning is typically divided into two subsets
• Long-range (or strategic) and
• Short-range (or tactical)

111
PlanningThree Big Strategic Questions

• Where Are We Now?
• Where Do we Want to Go?
• How Will We Get There?

112
The GAP / SWOT Analysis
Planning
113
PlanningSituational Analysis Common Weaknesses
Threats

• Many chapters ate small-medium sized
• Many have low-medium technological capabilities
• Limited budgets
• Many chapters have little experience in planning
• Many leaders have little/no experience with a
  chapters planning process
• Many leaders/members are resistant to accept the
  WORK of planning joined the chapter to SING
• Leaders are frequently new to the job

114
Open Class Questions

• How often does your chapter hold a long-range
  planning session? _______________
• How often does your chapter survey the membership
  to make sure you are meeting their wants and
  needs adequately? _______ (refer to Handout CD)

115
PlanningThe Five Steps of Strategic Planning

• Developing a Vision and Supporting Mission(s)
• Setting Objectives
• Crafting a Strategy
• Implementing and Executing Strategy
• Evaluating Performance, Reviewing the Situation
  and Initiating Corrective Action

116
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
117
PlanningYour Chapters VISION

• Reflects the leadership teams vision of what
  the chapter seeks to do and to become
• Sets forth a meaningful direction for the
  chapter

118
PlanningYour Chapters MISSION

• Outlines Who you are and What you do

119
Open Class Questions

• How many of you know the Vision and Missions of
  your chapter? _____
• How many of your members would you estimate know
  the Chapters Vision Mission _____

120
PlanningReview Sample Mission Statements(See CD
for handout)

• HOMEWORK Consult with your chapter website or
  another chapter leader/member back home and come
  in tomorrow morning with your chapters mission
  and vision statement

121
PlanningSetting Objectives

• The purpose is to convert the mission into
  Specific Performance Targets
• Serve as yardsticks for charting your chapters
  progress and performance.
• Should be set at reasonable and attainable
  levels that require stretch and disciplined
  effort.

122
PlanningTypes of Marketing Objectives to
Consider

• Public Relations Objectives
• Advertising Objectives
• Show Ticket Sales Objectives
• Performance Objectives
• Singing Valentines Objectives
• Short-Term
• Long-Term

123
Open Class Questions

• What are some other marketing objectives that
  could be added to the previous list?
• _______________________________________
• _______________________________________
• _______________________________________

124
5 MINUTE BREAK
125
Class Discussion Time

• QUESTIONS
• What kinds of changes have your chapters
  experienced in recent years?
• _______________________________________
• Is your chapter reacting to these changes or
  preparing for them in advance?
• _______________________________________

126
Planning Process Variables

• Is this the chapters first attempt at creating
  a marketing plan?
• Is there a past history of success? Of failure?

127
PlanningDeveloping A Marketing Plan for your
Chapter

• Planning Process General Statements
• A process consistent with the culture of the
  chapter
• Based on an honest assessment of current
  situation and SWOT analysis
• A plan that develops priorities but broad enough
  in which the membership or at least a significant
  portion can participate
• Has measurable outcomes with clear assignment of
  responsibility
• Has some easy wins/ensures success

128
PlanningDeveloping A Follow-up Plan

• Planning Process General Statements
• Success of prior plan will likely increase
  buy-in and acceptance by members
• Enables plan to be more detailed and
  prescriptive
• Can be work of a few key individuals or can
  involve re-constitution of a planning committee

129
PlanningClass Discussion Time

• How many of your chapters have held planning
  sessions, put something to paper and never
  witnessed follow-up to see if your plan is on or
  off track? ____________
• If you have had follow-up, in what ways was that
  helpful? _____________________

130
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
131
Part 13

• Planning Success Principles
• Leadership
• Attention to the Marketplace
• Engagement of Stakeholders
• A Structured Framework
• Facilitated Teamwork

132
Planning Success Principles Leadership
Leadership is the capacity to release and engage
human potential in the pursuit of a common
cause. Michael Moore and Michael
Diamond Academic Leadership Turning
Vision into Reality
133
Planning Success Principles The Leader as
Strategic Planner

• Be an enthusiastic sponsor of the process
• Secure the participation of planning team
  members
• Engender a climate of openness to change and
  renewal
• Be willing to put everything on the table
• Sustain commitment to the process through tough
  times
• Sustain communications keep everyone informed
• Know when to, and be willing to, make the
  decision
• Be accountable for leading implementation

134
Planning Success Principles The Leader as
Strategic Planner
Strategic planning is not a replacement for your
leadership, but an instrument of your leadership!
Michael Moore and Michael Diamond Academic
Leadership Turning Vision into Reality
135
Planning Success Principles

• Leadership
• Attention to the Marketplace
• Engagement of Stakeholders
• A Structured Framework
• Facilitated Teamwork

136
Attention to the Marketplace

• The marketplace has changed dramatically in
  recent years. These changes have had a
  detrimental impact on many community-based
  non-profit organizations with a chapter
  structure. Social capital is in decline.
  According to Dr. Robert Putnam, author of Bowling
  Alone, there are four major reasons for this
  decline
• Pressures of time and money, especially the
  stresses of two-career families
• Suburbanization, commuting and sprawl
• The effect of electronic entertainment above
  all, television (and more recently computers)
• Generational change the steady replacement of
  the long civic generation

137
Planning Success Principles

• Leadership
• Attention to the Marketplace
• Engagement of Stakeholders
• A Structured Framework
• Facilitated Teamwork

138
Planning Success Principles Engagement of
Stakeholders

• Chapter President
• Chapter Board Members
• Committee Chairs and Members
• The Chorus Director
• Members of the Music Team
• Chapter Members
• Member Spouses/Family members

139
Planning Success Principles Open Class Questions

• Of those of you that have been involved in
  Chapter Planning
• How many of the plans were developed soley by the
  Chapter Board or Planning Committee?____
• How many involved surveys of the membership as
  part of the planning process? ____________

140
END OF SESSION 4
141
Generational Differences

• Planning requires a good understanding of the
  stakeholders implementing the plan or impacted by
  it.

142
Generational DifferencesLong-civic Generation

• Age 60
• Grew up in times of scarcity (Great Depression,
  World Wars) banded together for survival
• Place importance on Affiliation spending time
  with people of similar backgrounds and
  experiences
• More time than money
• Usually agricultural or manufacturing background
• Accustomed to working in a hierarchical
  environment position and titles are important
• Past accomplishments have meaning

143
Generational DifferencesBoomers, GenX, GenY,
Milleniums

• Age 55-, particularly true for 40-
• Grew up in times of plenty 24 hour stores,
  technology, instant communication, etc.
• Place importance on Achievement relationships
  are valuable, but secondary
• More money than time
• Usually knowledge worker or service background
• Accustomed to working in a flat environment
  everyones ideas and opinions have equal value
• Past accomplishments are less meaningful what
  have you done for me lately?

144
Generational DifferencesTruths About Younger
Generations

• Time is very limited anything they do must have
  meaning
• Will spend on things they think are important
• Live in the 21st century communications,
  socializing
• Not looking for more friends by the time you
  meet them, relationships already established
• Multi-cultural, raised with equality, generally
  less religious, little patience for bigotry and
  intolerance
• Less respect for authority government and
  business corruption has taught them not to trust
• Not slackers actually more productive than
  earlier generations

145
Chapter Differences - Affiliation Chapters

• Generally older members with average age
  increasing
• Frequent socializing during and after rehearsals
  with low riser discipline
• Less attention to singing quality low audition
  standards and members sing for fun, not for
  specific goals
• Low contest scores or not participating in
  contests at all
• Difficulty attracting younger members and
  high-quality directors
• High churn rate most new members dont stay
  longer than 2 years, because their needs arent
  being met

146
Chapter Differences - Achievement Chapters

• Generally younger members with average age static
• Socializing limited to outside rehearsal times
  with high riser discipline
• Strong focus on singing quality specific goals
  defined and new goals set as prior goals are
  achieved
• Moderate to high contest scores, frequent
  coaching to improve contest performance
• Little difficulty in attracting younger members
  and high-quality directors
• Lower churn rate high audition standards
  ensure dedicated new members with needs being met

147
Chapter Differences - Know Who You Are

• Be honest with yourself
• Most chapters are Affiliation chapters, but
  portray themselves as Achievement chapters
• What are your contest and performance goals?
• How hard are you willing to work to reach them?
• Are you doing it, or just talking about it?
• Are you meeting the needs of your members? Of
  the prospective members youre recruiting?
• Remember a good Affiliation chapter is JUST AS
  VALUABLE as an Achievement chapter, but you must
  be MEETING THE NEEDS of Affiliation members

148
Planning Success Principles Open Class Questions

• How many of you are members of achievement
  chapters? _______________
• How many of you are members of affiliate
  chapters? ___________________

149
Chapter DifferencesBecoming What You Want To Be

• Recognize that the needs of Affiliation and
  Achievement members are very different
• Accept that very few chapters can meet both needs
  successfully
• Define what you want to be when you grow up
  If youre not there, what has to change?
• If you decide to change be prepared to lose
  members, perhaps many

150
More Information

• Read Chuck Greenes excellent report Resurgence
  of the Barbershop Harmony Society at
• http//bellsouthpwp.net/g/r/gree8732/

151
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
152
5 MINUTE BREAK
153
Planning Success Principles

• Leadership
• Attention to the Marketplace
• Engagement of Stakeholders
• A Structured Framework
• Facilitated Teamwork

154
Planning Success Principles A Structured
FrameworkHandout (Can be found on your CD)

• Sample Chapter Business Marketing Plan(s)

155
Planning Success Principles Framework of a
Chapter Marketing Plan

• Executive Summary (prepare this last)
• Vision Statement (where you see your chapter in
  the future)
• Chapter Mission Statement (typically focused on
  present business scope -"who we are and what we
  do")
• Situational Analysis (where are you now?)
• Primary Objective (s)
• Strategies to achieve the objectives

156
Planning Success Principles Framework of a
Chapter Marketing Plan

• Supporting tasks
• Timeline for implementation
• Metrics for measuring success or progress (What
  kind of ROI can the chapter expect to receive in
  return for revenues invested)
• Who is responsible for executing each component
  of the plan?
• Budget information (What is this plan going to
  cost?)

157
Planning Success Principles Additional
Components of a Detailed Plan

• Marketing Mission Statement (or other missions
  if you have them)
• BHAG (Big Hairy Audacious Goal)
• Strengths (of your plan)
• Weaknesses (of your plan)
• Opportunities (available)
• Threats (to your plan) (what may not impact you
  now, but could in the future)
• Closing comments

158
Planning Success Principles Measuring
Success/Effectiveness

• What is a Metric?
• A metric is nothing more than a standard measure
  to assess your performance in a particular area.
• Use SMART metrics
• Specific
• Measurable
• Actionable
• Relevant
• Timely

159
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
160
Planning Success Principles

• Leadership
• Attention to the Marketplace
• Engagement of Stakeholders
• A Structured Framework
• Facilitated Teamwork

161
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
162
Turning Vision into Reality Getting Buy-in

• Attention to Structure
• Open Communication
• Early Progress/Wins
• Celebrate Successes
• Continuous Assessment
• Renewal and Refinement of Processes

163
Chinese Proverb

• If we dont change direction, we might end up
  where were headed!

164
The final steps but the critical ones

• Implementation
• Monitoring, review, adjustment
• New vision - new plan

165
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
166
END OF SESSION 5
167
Part 14

• Budgeting
• Review Sample Budget
• Typical Chapter Expenses
• Budgeting Guidelines

168
Handout (Can be found on your CD)

• Sample Chapter Budget

169
Budgeting Chapter-Related Expenses
170
Budgeting Guidelines
171
Budgeting Class Discussion Time

• QUESTION
• How many of you know what your chapters annual
  budget is? __________
• If you are a chapter officer, how many of you
  know the annual budget for your area of the
  chapters operations? __________

172
Do you have any questions, or new items or topics
that need to be added to the expectations list or
need more discussion time?123
173
Part 15 Conclusion

• Creating the framework for your Chapters
  Marketing Plan
• Information Resources
• Review mission of the class Did this class
  achieve that mission?
• Review expectations captured at beginning of
  class and added throughout the week Did this
  class meet those expectations
• Sources

174
ConclusionSmall Group Planning Time

• Working in groups of three, spend 30 minutes
  pulling together the basic framework of your
  chapters marketing plan

175
5 MINUTE BREAK
176
ConclusionInformation Resources

• Society
• District
• Leaders of other chapters
• Outside experts
• Internet Links
• Books/Publications
• Audio/Video Media
• Leadership Academy (formerly known as COTS)
• Harmony University
• Podcasts www.itunes.com

177
ConclusionRevisit Mission of this class

• To provide YOU with knowledge and tools to become
  more effective chapter leaders
• To provide an opportunity for chapter leaders to
  exchange ideas with leaders of other chapters
• To foster an environment of cooperation and
  collaboration between chapters
• To provide students with the basic framework to
  create a marketing plan for your chapter.

178
ConclusionReview Expectations

• Expectations prioritized at the start of the
  class were
• 1
• 2
• 3
• New expectations identified
• 1
• 2
• 3

179
ConclusionExpectations

• Were your expectations for the Marketing
  Public Relations Class met at Harmony University?
• If not, why not?

180
ConclusionSources

• Various Leaders of the Barbershop Harmony
  Society
• Generational Differences by Chuck Greene, with
  thanks to Chris Rimple and Digger MacDougall
• Designing the Future of the Organization by
  John B. Spence, the Fulcrum Alliance
• Integrated Business Planning by Charles P.
  Sitkin, Consultant in affiliation with
  Carnegie-Mellon University
• Developing and Implementing A Strategic Plan by
  Michael Diamond
• Academic Leadership Turning Vision into
  Reality by Michael Moore and Michael Diamond

181
END OF SESSION 6