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This guest blog post is by Christine Saunders President for Halymre.
For any organization, value proposition is the fundamental building block of growth. Understanding the process of managing your value proposition is vital, but challenging – especially for non-profits.
For many non-profits, the concept of growth is complicated by the fact that your members are your customers and they are also your owners. This reality can hinder the discipline and dim the clarity needed to build strong, resilient value propositions. Personal agendas, passionate advocates, and what I call “last-year-itis” are frequent culprits.
At best, the sign of this roadblock can be a well-intended, intuitive guess, sounding something like “I like this and benefit from it, so everyone else must too.” At worst, non-profits can be moved to try to focus a value proposition by consensus, which ends up having the unintended consequence of stymieing their growth.
Developing discipline around managing your value proposition is the single best investment any non-profit can make in its future.
Built over eight years of consulting to association boards and executives, here is my list of top value proposition do’s and don’ts.
A value proposition is a vital internal statement of an organization’s worth in its marketplace of services and influence. It clarifies the organization’s reason for being and helps it to say “no” as well as “yes” to programs and services. Associations that treat it as an ongoing, evolving process succeed.
Now that you have learned about the do’s and don’ts of the value proposition process, check out our tips for crafting strong value propositions.
Halmyre has released their latest report: Growing Value: Findings of Halmyre's Non-Profit Value Proposition Survey. This is based on the 2022 survey of Non-Profit Executives about value proposition, member engagement, pricing strategy, and data intelligence.
Click here to get your complimentary copy of the Report.
ABOUT THE AUTHOR
Halmyre President Christine Saunders is a marketing consultant to service-based organizations, a strategic advisor to marketing executives and leaders, an entrepreneur and a hobby farmer. Prior to founding Halmyre in 2014, Christine owned a traditional integrated marketing and communications agency specializing in financial services, public services and not-for-profits. Her education is in politics, ethics and philosophy.
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