Case Study: WBHM's Success Using Targeted Social Media Ads

Membership, Social/Mobile, Facebook advertising, social media

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Last fall, WBHM 90.3 in Birmingham, Ala. ran their first paid social media ad campaign, and it led to very successful results.

The ads were direct solicitations for donations and offers to buy WBHM socks, t-shirts, and pint glasses in hopes of cultivating these individuals for membership later on. But the success lay in the use of targeting.

Targeting, as you probably know, is the magic (or creepiness) of digital ads that have been selected for people based on their past actions online. WBHM purchased targeted ads through Facebook, uploaded the email addresses of current and lapsed members, and then had Facebook target those users with ads, along with owners of email addresses they had from the NPR One database.

The owners of the ad-targeted email addresses made 279 donations totaling $32,441 during the station’s fall, 2017 membership drive. (Donations made up to one day after an ad was viewed by an individual and up to 28 days after an individual clicked through an ad were considered part of the fall, 2017 drive).

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Three Strategies to Strengthen Fundraising in an Unpredictable Economy

Membership, online giving, customer service, Engagement, Social/Mobile

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Stations have grown used to raising money in the glow of a decade-long economic expansion and much-touted strong economy. Maybe economic news will remain glowing. But the chief economist at Freddie Mac recently said we are in a “mental recession,” explaining a palpable nationwide unease. If this persists, members, listeners, and viewers may do what donors always have done when facing uncertainty: delay giving decisions and avoid new commitments.

When planning for the next 12-18 months, stations can either hope for the best or get ready. But ready for what? If macro factors like gyrating stock markets, uncharted tax policy, and political upheaval begin scaring people away from giving, what can we do about it? In fact, there are three smart things stations can do, no matter what 2019 and 2020 hold:

  1. Reexamine member acquisition using ALL of your digital prospect channels.


    Stop neglecting NPR One subscribers, PBS.org website visitors or your social media followers. Probe your fundraising results from non-member digital constituents, fix weak performers, test neglected groups.

    Test new ways to recruit sustainers, like apps for rounding up spare change on credit card purchases.

    Get e-communications off snooze control. Pretend you don’t have an e-newsletter or e-anything and design them from scratch, asking what would motivate people to give.

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Case Study: How KCUR Tripled its Newsletter Subscribers Using Paid Social Media Ads

Social/Mobile, social media, Facebook advertising, Membership

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In 2017, my station, KCUR 89.3 in Kansas City, Mo., had a content-driven weekday email that highlighted important news of the day. The content was hand-curated and high-quality, and we knew it deserved a wider audience. My digital department allocated a small budget ($1,200) toward paid Facebook and Instagram ads aimed at generating email address leads. My colleagues in audience development also saw the newsletter as a major opportunity to get to know our audience as a result of the email addresses generated by their subscription to our list. Finally, we all believed we could convert many engaged readers into donors.

When the newsletter was a year old, it had 2,100 subscribers. We set this as our baseline; our goal was to grow the list by 100 percent. This felt ambitious but attainable for what was a first-time experiment. We didn’t have clear, in-house benchmarks, nor did we have easy access to paid-social metrics for our industry, so we referenced general Facebook benchmarks for success to help guide our goal. (At the time, internet research suggested $2/lead was phenomenal success for our industry.)

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Bust Your Organization's Internal Silos With an Audience-Centric Approach

Membership, General Management, Corporate Support, Major Giving, marketing, leadership, strategy, PMDMC

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This interactive session  was first presented by Atlantic 57 at PMDMC 2018. You can try three session exercises with your own team to explore how to put these principles into practice.

There's a division in many newsrooms today that has an impact on how well we serve our audiences. 

Most newsroom reporters and editors focus on creating content, while those in digital roles focus on distributing that content or analyzing audience analytics.

The challenge: Newsrooms are struggling to bridge the divide between old and new.

When these groups work as two teams instead of one, newsrooms struggle to bridge the divide between old ways of presenting content and the new ways in which audiences consume content. It's a gap that has a significant impact on the audience experience:

The solution: Unite your teams to serve your audiences.

Put the needs of your audiences at the center of your work. This seems like a no-brainer. And yet, many organizations are falling short of this goal. There are three key barriers that stand in the way. We'll outline what those barriers are, and how to bridge them. 

BARRIER 1: Media organizations try to be everything to everyone, everywhere.

Sound familiar? Audiences are moving across platforms at a rapid pace (think podcasting, social media, smart speakers...) Many organizations are scrambling to keep up with these platform shifts and can lose sight of the larger mission. 

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Case Study: How KWMU Generates Email Leads Using Paid Social Media

social media, Social/Mobile, instagram, Facebook advertising, Membership

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In 2017, St. Louis Public Radio (KWMU) Digital Media Specialist Brendan Williams made a connection that led to the station’s most successful social media experiment to date.

The station was paying an agency to, among other things, deliver brand content for their social media channels like image carousels and animated video aimed at listening options. But the investment yielded little ROI. KWMU's digital team realized they were making tons of content in-house that could be repurposed. They could easily take a portion of money they were paying the agency and divert it toward in-house experimentation in paid social media ads.

The station had an appropriate target in mind for the leads: a daily content-based email that they were looking to grow. Williams’ team had experimented enough with paid Facebook ads to know they did a pretty good job generating email leads.

So, KWMU decided to reappropriate some of its agency budget to pay for Facebook and Instagram ads promoting the station’s daily content email.

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What the Hacking of Half a Billion Credit Cards Means for Public Media

Membership, sustainers, credit cards

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When the news broke today that as many as 500 million Marriott Starwood customers were victims of a data breach exposing their personal and financial information over the course of four years, we were, of course, immediately concerned about effects on our industry.

When a member hands over their personal data, the responsibility that comes with it is paramount. Failing to secure that data can cause significant material losses. What’s worse, the loss of a member’s trust may be irreparable.

If you haven’t already, verify that your systems are PCI (Payment Card Industry) compliant. Non-compliance can cost you thousands upon thousands in fines and lost revenue.

The reality of our data-dependent world is that a breach in one industry will have ripple effects. Here’s what you can do to manage the consequences the Marriott breach is likely to have.

Prepare for an increase in sustainer card declines.

Half a billion credit cards. That number is staggering. Some of those cards - or many of those cards - may be in your sustainer file. Audit your recapture program and make sure you’re positioned to go after that lost revenue. Use as many channels as you can to get your sustainers back quickly. Consider using the following calendar to connect with donors to update their information:

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Preparing 2018 Tax Statements Under New Tax Law

tax law, tax statements, Membership, General Management, calendar year-end

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Sending gift receipts to donors is an end-of-year obligation for all stations. Embedded in this task is also the tremendous opportunity to thank your major, mid-level, and sustaining donors for a year of support.

Of course, there’s been a significant change to tax law since you last mailed your year-end statements. However, the Tax Cuts and Jobs Act of 2017 made no significant changes that should impact the compliance component of the tax statements provided to donors.

Compliance isn’t the only concern. We haven’t been able to predict how changes in the standard deduction requirements will affect overall charitable giving. Tax experts and fundraisers alike are watching this unfold. Therefore, it’s even more critical to communicate to donors that they are public radio’s largest and most important source of funding. This message is important year-round, but should be the foundation of your 2018 year-end communication with donors.

As you prepare your 2018 year-end correspondence, here’s what to keep in mind.

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The Good Things We're Doing With Our Member Survey (And How You Can Survey Too!)

Membership, Corporate Support, Major Giving, General Management, marketing, surveys

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Introduction

This September, Greater Public surveyed our members with the goal of determining how well we were serving them in our four main resource areas: our website, our ongoing webinar series, our professional advising team, and Benchmarks for public media. We serve fundraisers in public media - the ones who make sure public and community radio have the means to serve listeners - and we want to ensure we’re providing the best information and cutting-edge ideas so that they may succeed and, ultimately, public media succeeds. In this post, I’ll be sharing some of the raw data that our survey yielded, along with our own impressions of what it means, why it’s important, and what we’re doing to make our resources better.

We all take surveys (or are asked to!) and we almost never see what companies are doing with them. We want to be transparent about the feedback we get and what we’re doing about it. We also know many of our members also conduct surveys and we want to reveal how we go about doing ours so you can see too.

As we reviewed the results, we found that few criticisms were truly surprising to us. We had a sense for where we needed to do better before the survey went out, and had begun work on several projects that our survey-takers said they needed. We also discovered some new areas for improvement. Surveys can serve many purposes: to illuminate things going wrong you didn't know about, or reinforce what you already knew about needed changes. If you decide to take on a survey, know that the feedback can provide credibility and urgency when you need to, for example, request additional resources to make something better.

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Molly Davis’s Top Four Recommendations for Achieving Meteoric Growth With Benchmarks

Membership, General Management, Corporate Support, Major Giving, Benchmarks for Public Radio Fundraising

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Molly Davis says the first year was the hardest. It was also what set her station on a course for unprecedented fundraising growth.

The assistant general manager at 88.5 WFDD in North Carolina has overseen her station's data entry for Benchmarks for Public Radio Fundraising for the past four years. In order to receive her customized report, Davis was charged with gathering audience, expense, and revenue numbers from several different departments within the organization. Finding the right numbers to enter that first year was, frankly, hard.

The Challenges

WFDD is a university licensee; some of the raw data Davis needed was provided by staff members in campus financial services, who weren’t fully versed in the public radio business model or in the purpose of Benchmarks reports. When she reviewed her station’s past reports, she discovered their data had been entered both incorrectly and inconsistently. A key feature of Benchmarks is the ability to analyze year-over-year performance to highlight areas of opportunity. She began to take detailed notes on how each point of data should be calculated and where it came from (use our handy worksheet for your own notes). This would save anyone coming after her from the confusion she faced; it also vastly simplified her process the following year.

The Roadmap

After completing (and documenting) her data-entry process, Davis received her station’s report. It showed several areas where WFDD could be performing better. Some might have read the results with disappointment. Not Davis.

“We had loads of potential,” she remembers. “I pulled out that report and said here’s where we are. We are leaving money on the table.”

The Payoff

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What the Latest Data Tells Us About Calendar-Year-End Giving

Membership, email, calendar year-end

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Original data presented by Karen Hopper, senior data strategist, M+R.

Each year, the online marketing and PR group M+R conducts Benchmarks, a study of 154 nonprofits focused on their online strategy and performance. This year's findings about calendar-year-end giving were particularly illuminating. 

First, M + R wanted to know how much December giving would fluctuate from 2016 to 2017, since many organizations experienced a significant bump in year-end giving revenue after the 2016 election.

For the 22 organizations for which M+R has year-over-year data, most saw a 12% increase in year-end giving over that of 2016, which was the same increase as the year before (from 2015 to 2016). But the growth wasn't evenly distributed. The nonprofits that became or remained very political after the 2016 election experienced an exceptionally high giving increase that year. Those organizations had a harder time sustaining their giving increase in 2017. These groups actually saw an average 3% decline in end-of-year revenue from 2016.

There Is Nothing Like a Deadline

Behold: the typical inbox on December 31 of someone who belongs to a lot of email lists:

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