OUR FRATERNITY/SORORITY REPUTATION LIES IN UNTRAINED HANDS A Report on Findings from Innova s P.R. Chair Survey BY ERIN CHATTEN & MATT MATTSON BROUGHT TO YOU BY www.i n n ova g re e k.com
Copyright 2016 by Innova Marketing, Inc. All Rights Reserved. PHIRED UP PRODUCTIONS, LLC & INNOVA MARKETING, INC 695 PRO-MED LN SUITE 205 CARMEL, IN 46032 PH: (217) 390-7556 Please cite as follows: Chatten, E. & Mattson M. (2016). Our Fraternity/Sorority Reputation Lies in Untrained Hands: A Report on Findings from Innova s P.R. Chair Survey. Phired Up Productions & Innova Marketing Carmel, Indiana.
TABLE OF CONTENTS table of CONTENTS OUR PURPOSE KEY FINDINGS CONCLUSION CLOSING NOTES 3
OUR PURPOSE our PURPOSE In the fall 0f 2016, Innova launched an on-line survey aimed at undergraduate fraternity/sorority leaders who hold the position of P.R. Chair (or something similar) for their chapter or council. We analyzed 100 responses from 64 different colleges and universities (the respondents affiliation was with 50 different fraternities and sororities -- 23 men s groups; 27 women s groups). Of the respondents, 68% held this position in their chapter, and 32% held the position on their council. The survey was very simple. Ten core questions that sought a baseline understanding of the realities, needs, and desires of fraternity and sorority leaders in this role. The role of Public Relations Chair (also most commonly known as Vice President of Public Relations, Vice President of Communications, Social Media Chair, or Marketing Chair) is often not a highly supported position for many chapters or councils. It came as no surprise to us that most respondents to this survey lacked a clear marketing strategy, had average preparation for the role at best, and identified uncertainty about the goals of their position. Let us be clear: this is not the fault of the P.R. Chairs in this role. They re doing their best with what they ve been given but they haven t been given much. We find it compelling to consider this... The fraternity/sorority movement struggles with a serious image/reputation problem. This problem impacts growth, community relations, financial contributions, the personal reputations of members, and more. Yet an army of THOUSANDS of elected, eager, on-the-ground officers of our organizations -- who are effectively charged with improving that reputation -- are untrained, unsupported, and under-funded. These student leaders not only deserve better preparation for their jobs, but they are an incredibly important resource in the effort to take back the brand of fraternity & sorority. 4
KEY FINDINGS four KEY FINDINGS To summarize our findings, Fraternity & Sorority P.R. Chairs lack strategy, investment, goals and training. These findings come as no surprise to us, but the degree to which some of these assertions are supported is quite striking. To the Innova team, it is clear that there is a very real opportunity to make a dramatic impact on our reputation as Greeks through an increased focus on our student leaders holding the position of P.R. Chair. 5
KEY FINDING 1 KEY FINDING 1 NO STRATEGY - 71% of respondents indicated that they Do not have a marketing strategy they are proud of. When seven out of 10 fraternity/sorority leaders who should be in charge of creating and executing a marketing strategy indicate that they do not have a strategy that they re proud of, that s a big problem. This finding is supported by the Innova team s anecdotal experience working with fraternity/sorority leaders. When we show up to a campus and work with them on building a marketing strategy, we re almost always starting from a blank piece of paper, said Matt Mattson, a strategist for Innova. Most Greek Advisors we talk with agree a marketing strategy is rarely discussed, almost never written down, and finding a community that is executing on a long-term marketing strategy would be like striking oil in your living room. It just isn t happening. And that s at the council and community level It is even worse on the chapter front. 71% 71% OF RESPONDENTS INDICATED THEY Do not have a marketing strategy they are proud of. 6
KEY FINDING 2 KEY FINDING 2 MINIMAL INVESTMENT When asked about their budgets, 57% of respondents spend less than $500/year on marketing and P.R. efforts. Of that investment, printed materials (70%) and events (50%) are by far the most commonly identified expenditures. We assumed that councils were more likely to have a larger budget overall, but 71% of council-based officers had less than a $1000 budget (46% had less than a $500 budget). Taking control of the fraternity/sorority image won t happen simply by throwing money at the problem. But currently fraternities and sororities are spending very little money on marketing/public relations. 7
KEY FINDING 2 QUESTION: Approximately how much money does your chapter/council spend on marketing/public relations every year (or the duration/term of your position)? Answered: 98 Skipped: 2 Not Sure More than $10,000 $5,001 - $10,000 $1,001 - $5,000 Less than $500 $501-$1,000 Answer Choices Responses Less than $500 56 (.57.14%) $501-$1,000 17 (17.35%) $1,001-$5,000 8 (8.16%) $5,001-$10,000 1 (1.02%) More than $10,000 4 (4.08%) Not Sure 12 (12.24%) Total 98 8
KEY FINDING 2 The money fraternities and sororities do spend on their reputation is going mostly to printed materials and events. These can both be very effective tools to communicate a positive narrative about fraternity/sorority life. But it is worthwhile to ask the question, What are the most effective and efficient ways to allocate marketing/public relations dollars for fraternities and sororities? QUESTION: What do you spend money on (related to public relations or marketing)? Select all that apply. Answered: 88 Skipped: 12 Printed Materials (brochures, mailers, posters, postcards, business cards, etc.) Events Social Media Advertising (Facebook, Instagram, Twitter, Google Adwords, etc.) Advertising (Non-Social Media) Website Design Education/Training (i.e. hiring a speaker or consultant) Professional Meetings (i.e. lunch with administrators, etc.) Professional Services (i.e. Graphic Design, Copywriting, PR Firm, Advertising Agency, Marketing Strategists) Video Production Total Respondents: 88 0 10 20 30 40 50 60 70 9
KEY FINDING 3 KEY FINDING 3 UNCERTAIN GOALS - When asked How do you measure success in your role? respondents had a wide array of thoughts that generally lacked clarity or purpose -- and certainly lacked measurability or a clear tie to organizational objectives. When the open-ended responses were analyzed, four categories emerged: FEEDBACK 12.5% How efficiently I get everything out there, and positive feedback from chapter members/potentials I measure my success in the reactions and gratitude that I receive from the Greek community. IMAGE/BRAND 20.45% Spreading our brand I would measure success in my role by raising interest in our organization, while improving relationships with other organizations and administrators. REACH/INTERACTION 44.32% I think that my success is measured by how many people like our Instagram photos and Facebook posts. Combination of response to social media posts and recruitment registration numbers TASK/POSITION Fun events 20.45% Completing all my tasks well Things are completed and distributed 10
KEY FINDING #3 QUESTION: Which of these tasks do you regularly do in your role as P.R. Chair? Select all that apply. Answered: 99 Skipped: 1 Post on Social Media Taking Pictures Graphic Design Work Website Management Create a Marketing/Public Relations Plan Training Your Members on Marketing, P.R. or Branding Distributing Brochures, Postcards, or Other Printed Materials Writing a Newsletter Event Planning/Execution T-Shirt Design/Ordering Manage Tabling on Campus Video Shooting, Editing, Production Build Relationships with Media Outlets (newspaper, TV, etc.) Order/Distribute Branded Items (giveaways, promotional items, etc.) Write Press Releases Sharing a Single Marketing Narrative or Story Writing a Blog Guerilla (unconventional) Marketing Techniques to Create Buzz Buying Advertisements Other Search Engine Optimization (SEO) 0 25 50 75 100 11
KEY FINDING 4 KEY FINDING 4 TRAINING IS NEEDED - The average P.R. Chair s training is... average. Five out of 10 was the average score given to the question, How would you rate the TRAINING and/or PREPARATION you received (from your fraternity/sorority or council/campus)? 5 10 of The following four categories were the most common themes Innova s data analysts identified in response to what members wish they had known prior to taking the position. 1. 2. 3. 4. JOB TRAINING: Participants indicated needs such as: What are the duties/tasks/ roles of their position? What resources can be used online or at their university? What tools are available to manage media accounts? What are the obligations and expectations of their role? MARKETING EDUCATION: Participants indicated needs such as: How to create narratives and stories. How to reach more on social media. What are effective practices for events and social media? How do you build a P.R./marketing plan? Training to help leaders understand current media trends. DESIGN: Graphic design 101. Participants indicated needs such as: How to do basic graphic design. What software/programs/online resources are available to help with design and video creation? How to make compelling visuals. SUPPORT/TIME: Participants indicated needs such as: Understanding how much time and money is needed for effective marketing. How to utilize and involve others to assist in the marketing/p.r. process. 12
CONCLUSION conclusion Consider the fact that there are more than 10,000 fraternity/sorority chapters across North America. Each of those chapters have the equivalent of a P.R. Chair. Add to that 800 campuses with an average of at least 2 councils representing their Greek communities. We re up to nearly 12,000 college students who have the job of positively impacting our fraternity/sorority reputation. We have an army of willing student leaders; we simply have to set them up for success. Fraternities and sororities have a vested interest in an improved reputation. Our image is constantly being damaged by a small group of poorly behaved members exacerbated by a media industry that sensationalizes many of our mistakes. Meanwhile, the fraternity/sorority community is sitting back and feeling bad for ourselves. Let s prepare a workforce of 12,000 reputation improvers. Let s take control of our story so that we can attract a higher quantity of higher quality people. Let s make P.R. Chair something far greater than the person who posts stuff on Instagram. In our opinion, the primary job of a P.R. Chair should be to actively and assertively tell a single, powerful, inclusive, forward-looking narrative to the best non-greek students on campus and the people most likely to influence them. Said simply, Inspire Great People with a Great Story About Greek Life. The core measurement of a P.R. Chair s success should be increasing demand amongst the preferred audience. When the best students (highest quality / lowest risk) on campus are actively seeking out the fraternity/sorority experience, new member classes will improve, chapters will improve, the experience will improve, and the fraternal movement will improve. An improved image aimed at this objective compounds upon itself positively in this regard. When we tell a better story to better people we build better organizations and better organizations will have a better story to tell. And the positive cycle can continue like that if we choose to take control of the story now. 13
CLOSING NOTES closing NOTES First of all, thank you to the students, volunteers, and professionals who helped us with this survey. We appreciate the support and collaboration. Secondly, keep in mind this is a survey with 100 participants out of our estimated 12,000 officers. That s a really small sample size. This isn t the most scientific thing in the world. With that being said, we re proud to present it because it is representative of our experience with the P.R. Chairs we ve worked with. It s time to take control of our collective fraternity/sorority story, and these students on the front lines deserve more training, funding, and support. Innova is excited to play its part in lifting up these student leaders and empowering them to succeed at a whole new level. 14
WORD ASSOCIATIONS CONCLUSION 16
GENERAL OPINIONS general OPINIONS 17