106 - Marketing Rotary for Non-Professionals - Producing and Capturing Value.

In this series, Rotary refers to the enterprise of Rotary International and The Rotary Foundation.

Please review Marketing Rotary for Non-Professionals 101, 102A, 102B, 103, 104, & 105.

Rotary captures value in the form of dues from Rotary clubs, therefore Rotary clubs must produce something of value for which a few community citizens are willing to exchange value by paying dues and committing time and talent.  To do so, any Marketing Rotary initiative should be designed to assist clubs in determining answers to this question:  Why would a person in any community be interested in joining and paying dues to any Rotary club?

In order to respond appropriately, Rotary and its member clubs must be conscious of basic organization and market fundamentals, some of which are:

·   Rotary clubs are social welfare (civic) organizations, not charitable service organizations.

·   Less than one percent of the people in the world, or any community, is interested in joining a Rotary club, which, by personal selection, makes them an exclusive group.

·  Those who are interested in joining a local club make a commitment involving time, treasure, and/or talent.

·    They, and only they, judge whether or not they are receiving sufficient value in exchange for the commitment they have made.

·   Rotary clubs (and all member-supported organizations) are exclusive; i.e. they exclude everyone that, for whatever reason, is not interested in becoming a member.

In marketing terms, segmenting and recognizing those who may be interested in joining a Rotary club is referred to as identifying target audiences.  The challenge Rotary and its member clubs face is identifying those that may be interested, determining what values they seek, and producing those values.  When identifying and communicating with target audiences, consider that, in North America, most people volunteer to do some type of community service activity.  Even most of the 85% that live above the poverty line contribute something to charitable service organizations.  Confusing exclusivity with elitism and referring to Rotary clubs as 'service' clubs hinders public image initiatives and reinforces the need to re-establish a universally acceptable brand statement and marketing philosophy.

Rotary's strength lies in how much value clubs deliver to the few who choose to join clubs. To meet this challenge, Rotary needs to center on serving its clubs. This requires an extensive internal marketing initiative, consistency in messaging, critical examination of how messaging is delivered, and centering on target audiences - particularly its prime target audience.

Marketing Rotary for Non-Professionals 107 - Rotary's Prime Target Audience

105 - Marketing Rotary for Non-Professionals - Rotary's Position/Mission Statement.

In this series, Rotary refers to the enterprise of Rotary International and The Rotary Foundation.

Please review Marketing Rotary for Non-Professionals 101, 102A, 102B, 103 & 104.

Please refer to the Marketing Rotary Schematic available at this link.  Previous Rotatorials discuss marketing issues that take place in the schematic's darker shades of blue - Rotary's leadership.  Before making the marketing jump to where the action is - local communities throughout the world - Rotary must undertake a critical task: create a sustainable unified directional philosophy, or position/mission statement, a Rotary identifying idea around which everyone from the international president to the newest Rotarian can rally.
   So let's assume that Rotary leaders have agreed on an easy-to-communicate, universally acceptable position/mission statement that embodies the Object of Rotary and appeals to like-minded people regardless of their gender, generation, ethnicity, religion, or political orientation; a statement similar to:

Rotarians Make the World Better - One Community at a Time! 

    Implanting, nourishing, and sustaining this idea in existing and potential Rotarians' minds will take more than rah-rah speeches, website visits, advertising, and newsletters.  It takes using the dynamic power of networks and knowing how to translate information into concepts and actions.  The Rotary world is a dynamic, established network. Rotary already has important information buried in its history and cyberspace.  But does it have the will and know-how to translate the information into actions that could create Rotarians today and in the future?  Forward-thinking mindsets, prioritizing an Internal Marketing initiative centered on creating Rotarians, could lead the way in breaking down Rotary's internal silos and embedded legacy practices. 

   For example, Rotary clubs must produce value locally to attract members from communities.  For years Rotary has had data showing that ten-year Rotarians contribute approximately 350% more per capita to the foundation than two-year Rotarians. This data was not translated into language that could have been used to help leaders make important strategic decisions; to help retain members.  North America, the foundation's most supportive continent, has lost membership for two decades yet continues to be the foundation's largest contributor.  Historically its Zone Institutes, Governors-elect and multi-district Presidents-elect Training Seminars have been foundation show and tells.  Suppose Internal Marketing had translated and communicated existing information into promotional language and educational sessions that encouraged North American clubs to use foundation programs and grants to produce value in their communities?  Would its clubs have captured more value through increased retention, attraction, and growth rates?  Through more contributions to the foundation?

   A simple, unifying position/mission statement would make it much easier to create and sustain Internal, and External, Marketing initiatives centered on helping clubs produce and capture value i.e. create Rotarians.

Next is Marketing Rotary for Non-Professionals 106 - Producing and Capturing Value.

104 - Marketing Rotary for Non-Professionals - Why Rotary?

In this series, Rotary refers to the enterprise of Rotary International and The Rotary Foundation.

Please review Marketing Rotary for Non-Professionals 101, 102A, 102B & 103.

    Whether it is a group of people considering applying to Rotary International (RI) for a charter or an individual considering accepting the invitation to become a member of a local Rotary club, they will require an answer to this thought - Why Rotary?  The answer today is the same as it has been for over a century.  From Rotary's inception, membership in a Rotary club related to the needs of those who had strong desires to network with others to make their lives and communities better.  Marketing Rotary to these people would be much easier if Rotary used as its directional philosophy in public messaging:  Rotarians make the world better . . . one community at a time emphasizing Who Rotarians Are regionally.  Clubs could use the same public messaging tag line, reinforcing Who Rotarians Are.    

   Note the simplicity and brand identity of this forever-relevant approach.  Rotarians throughout the world want to and do make their personal lives and communities better in many ways:  employing people, starting new companies and/or organizations, networking with others who have similar desires, serving their communities in many ways, etc.  They want to have a better understanding of where they live; to have self-fulfilling peak experiences while helping others do the same.  This is Who Rotarians Are. Rotary's messaging should not be directed toward everyone in every community or every citizen of the world!  It should only be directed and relevant to those who would seek a response to Why Rotary?

   The response must be universal and communicate the same philosophy to locals everywhere, which is why spot messaging should be closer to the clubs.  For example, examine Rotary's polio eradication initiative and how it relates to the world population today.  For the last twenty-five years, people of Southeastern Asia and Africa can relate to polio because they have been, and some still currently are, directly affected by it.  Rotary clubs throughout these regions made, and some still are making, their communities better by eliminating the scourge.  Locals can relate because they lived through the initiative led by Rotary.  But to the populations in North and South America, Australia, The Philippines, and Europe polio is ancient history.  On these continents, most people under sixty simply do not relate to polio.  But clubs could create locally appealing responses to Why Rotary? by basing their public image messaging on Who Rotarians Are and how they have made and are making their communities better.

So Why Rotary?  Because Rotarians make the world better . . . one community at a time!

Rotary Headline News

NEWS FLASH - The RI Board officially recognizes that membership development and retention is RI's most important internal issue and acknowledges the urgency of membership development and retention to the future of Rotary. 

Here is an excerpt from pages 4 & 5 of the October 2014 Board Meeting Minutes:

44. Support Structure for Membership Efforts

Statement: Noting that membership development and retention is RI's most important internal issue, the Operations Review Committee reviewed Rl's governance structure supporting membership development and retention efforts over the last 20 years. The committee suggested several strategies for strengthening this governance structure.

DECISION: The Board receives the Operations Review Committee's recommendations regarding the governance support structure for Rotary's membership development and retention efforts and:

 1.  acknowledges the urgency of membership development and retention to the future of Rotary and the need for a stable governance support structure to support these initiatives;

 2.  requests the president to appoint a committee of three to five directors to study the following membership support-related proposals for report to the Board at its May 2015 meeting:

a. the creation of a new volunteer leadership team to focus on membership and retention issues that provides for the possibility of continuity of membership on the leadership team, such group to serve as clearing house for all membership development and retention proposals that come from Rotary committees;

b. to ensure continuity of leadership at the district level, modified terms of reference for the district membership chair to provide for a three year term in manner similar to the district Rotary Foundation committee chair;

c. an enhanced volunteer structure at the local level to support membership development and retention initiatives;

d. the development of a pilot program in select areas of the world that would provide for local and regional staff to assist clubs and districts in implementing membership development and retention initiatives.

The Board should make the membership support-related proposals mentioned readily available for analyses by all interested Rotarians and should encourage written comments.  Without such transparency and involvement, there remains a possibility that legacy inbreeding could sidetrack this Board's membership initiative as the 2003 Board's action was ignored when it wrote into the Rotary Code of Policies ". . . that the development and continuation of activities and programs addressing membership must remain the association's highest priority.  The association and its clubs must remain focused on all aspects of membership.  (May 2003 Mtg., Bd. Dec. 324) Source: February2003 Mtg., Bd., Dec. 261.