Is it possible that your non-profit organization may
learn to be a more effective and successful organization? If so, where might one look for lessons
learned? Try the U. S. Marines! A basic philosophy of the Marines is “every
Marine is a rifleman”. At boot camp,
every Marine receives training in marksmanship, hand-to-hand combat and
teamwork. Regardless of where s/he winds
up in the Corps—as a mechanic, lawyer, clerk, pilot, dentist or tanker—every
Marine is prepared and expected to apply their combat training whenever it’s
required.
Non-profit organizations may benefit from creating a
culture similar to the Marines; training all employees with basic marketing and
sales skills that can help the non-profit to grow and succeed with its members
and customers. “Every Employee a Sales
Rep” may be a culture that would be beneficial to be engrained throughout a
non-profit’s work force, from reception desk to the corner office.
In a recent article entitled “What the U.S. Marines
Can Teach Your B2B Firm about Marketing & Sales, by Gordon G. Andrew, published
in ChiefExecutive.net, Andrew says, “Regardless of their title, job description
or capacity to work the room at a social event, every executive and staff
member should be given training, tools and ongoing support that empowers them
to do the following:”
·
Manage
Their Personal Brand –Individuals join
nonprofits and/or become customers often through a personal contact or reliable
referral. Thus, every employee should be
encouraged to participate in activities unrelated to the non-profit
organization, whether that’s membership in a local organization, their
daughter’s soccer team or a fly fishing club.
·
Articulate
the Firm’s Value Proposition – Many employees, even at the senior level, do not have a clear
understanding of what makes their organization different from the competition,
and are at a loss to provide a compelling reason why someone should participate
with them. Like a good marine, every employee should know their organization’s
“elevator pitch,” and be prepared to recite it whenever someone asks, “So…who
do you work for?”
·
Nurture
Their Professional Network
– Every staff member has a network of current and former members, associates in
other disciplines, friends, relatives, neighbors and individuals they’ve met at
conferences or social events.
Maintaining direct and regular contact with their personal network may
often lead to future referrals for organizational membership, goods and
services.
·
Drive
Top-of-Mind Awareness – The marketing
challenge for most non-profits is finding new members and customers, as well as
retaining existing ones. To increase their odds of success, non-profits must
constantly sow seeds with members, customers, prospects and referral sources,
driving top-of-mind awareness regarding the firm’s value-added capabilities and
credentials. It’s difficult to be
convincing if communication is limited to only when renewal time rolls around.
·
Sell
Intrinsically – Because an
organization’s staff embody the firm’s intellectual capital and deliver its
services and solutions, they are best prepared to demonstrate to prospects and customers
the organization’s capacity to add value, which is its most powerful sales
tactic.
·
Seek
Cross-Selling Opportunities
–Organizational staff are in the strongest position to recommend new services
or an expansion of existing work, based on their communications and contacts
with members and customers.
·
Ask
for Referrals and Suggestions – This is a tough task for most non-profit staff. However, if
they’ve nurtured their network, gained confidence by learning how to cross-sell
to existing members and customers, and have rehearsed the referral request
process, then staff can make this a painless routine.
With
commitment, training and tools it’s possible to achieve “Every Employee a Sales
Rep” and to create an effective organization-wide culture in support of your
non-profit organization. You can thank
the Marines!
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