Why Organization's Fail

Organization failure begins at the top. Rotary did not stop growing because people were not interested in joining local Rotary clubs. The number of people joining Rotary clubs proves that. It stopped growing because its leaders assumed it was in the business of supplying humanitarian services rather than in the business of creating Rotarians; they were product oriented instead of member oriented.

Red Text Note

==============Red text has a link to a previous Rotatorial or referenced document.==============

Tuesday, November 19, 2013

Marketing Rotary! What Differentiating Value? What Business? What Audience?

Which exhibit accurately communicates Rotary's differentiating value to its customers - present and future Rotarians and TRF donors?

Exhibit A

Exhibit B

Lee-En Chung, president of Ivy Ventures, Inc., speaks several languages, is a certified general contractor and professional engineer.  In 1994, Lee-En joined the Rotary Club of Sarasota, Florida, USA.  Lee-En has received many honors for her support of Sarasota non-profits.  One is Girls, Inc. (http://www.girlsincsrq.org/) where she leads by example while encouraging girls to excel. She is active in the local Columbia Alumni Club and has mentored several Columbia University students.   As she travels the world in pursuit of professional excellence, she makes contacts visiting Rotary clubs and has seventeen years perfect Rotary attendance.

Abbreviated from RI's web site (https://www.rotary.org/en).
Mario Costanini and his wife own a business and support a variety of nonprofit organizations near their home in MilwaukeeWisconsin, USA.  One is Mad Hot Ballroom and Tap, an educational dance program for children that, because of Mario and a fellow Rotarian, is now offered in 50 public and private schools throughout the Milwaukee area.  http://danceworksmke.org/mad-hot-ballroom-and-tap/


If you cannot instantaneously and confidently pick which exhibit accurately communicates Rotary's differentiating value to its target audiences, you are not alone.  Pages 23 - 29 of Siegel+Gale's Research Findings clearly points out that Rotary's internal audience, Rotary International and club associates, are also confused and cannot define Rotary.  If this group is perplexed and baffled, how can they communicate or deliver Rotary's differentiating value to external target audiences? 

Rotary International does not have an issue to resolve more important than this one.  Will present leaders grapple with and come to agreement on this conundrum or continue to kick it down the road?  Until this issue is clarified and internally marketed, it will be extremely difficult to achieve steady growth.