DonorVoice Donor Experience Webinar Slides

How to Gain Massive ROI By Fixing Donor Experience

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Managing the Donor Experience Outside/In to Gain Massive ROI How to Gain Massive ROI by Managing the Donor Experience Outside/In

1. Mindset Change – start measuring success and failure differently.

2. Wrong Tools – square peg, round hole.

3. Lack of Insight – Shift from Assumptive Mapping

4. Redefine donor service – this is the retention silver bullet.

Fixing the Donor Experience Barrier #1: Mindset Change

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DONOR ID #: 34568 ACQUISITION: • Inception Date: 2/17/13 • Gift Amount: $25 • Campaign: Jan ‘13 ACQ Effort #1

PROMOTION HISTORY: • Welcome Package • 20 Subsequent Mail Appeals SUBSEQUENT 2-YEAR GIVING HISTORY: • N/A Lifetime Value = $25

DONOR ID #: 34567 ACQUISITION: • Inception Date: 2/17/13 • Gift Amount: $25 • Campaign: Jan ‘13 ACQ Effort #1

PROMOTION HISTORY: • Welcome Package • 20 Subsequent Mail Appeals SUBSEQUENT 2-YEAR GIVING HISTORY: • $25 on 7/17/13 • $25 on 10/14/14 Lifetime Value = $75

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Two new donors gave same amount on same day to same organization through same online channel They are equal in the CRM except one is DonorID 34567 and the other DonorID 34568 They will both get two years worth of email and mail and other communications Donor 34567 gives again next year, Donor 34568 does not Donor 34568 will be moved into the ‘lapsed’ bucket and more spend will occur to try to “recapture” her Donor 34567 will achieve the average LTV for the charity, Donor 34568 costs the charity a ton of money�

Gertrude’s (Donor 34567) experience giving online:

Mabel’s (Donor 34568) experience giving online:

“Your website was very easy to navigate and all of the

buttons worked! Thanks for an easy and meaningful

Holiday shopping.”

“It’s a great organization but the donation process was so annoying I’m tempted to give to another nonprofit

next year instead.”

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Here is what is actually occurring in the real world, not CRM Fundraising world Two new donors gave same amount on same day to same organization through same online channel One of them is named Gertrude, the other Mabel. They had very different online giving experiences. Mabel receives an auto-generated email apologizing for bad experience. Gertrude also receives an auto-generated email expressing happiness she had a positive experience and asking her to refer a friend. Mabel gets a phone call from a donor service rep that uncovers the frustration was “user-error” but understandable. Mabel feels better. They will both get two years worth of email and mail and other communications Gertrude and Mabel will both outperform the average lifetime value for the charity. The donor service interaction for Mabel costs $5.45 with a 70% ROI. In the CRM Fundraising view of donor experience this donor saving interaction never occurs and we lose Mabel and many, many others just like her. And as an important footnote we’ll likely re-raise during this session, don’t fall prey to the knee-jerk reason why you can’t do this. This is scalable (everything is scalable if you assign value to it) And if you can afford to lose most of your donors in the first year then you can afford to scale up a business process that fixes that very problem and by extension, has a significant ROI.

• The CRM Fundraising mindset is higher donor value caused by volume and the passage of time

• CRM Fundraising only measures its “successes” and often does this incorrectly.

• No information about its failures...we never know about Mabel.

• Are “failures” result of bad assumptions, incorrect information or poor execution?

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This brings us to our first barrier, Mindset. It treats all failures as the same and all failures as a black hole of nothing, when in fact the equity in the relationship may have been weakened or undermined by a poorly executed communications, “engagement” or service encounter. The worst case scenario is Donor 34568 (Mabel) whose first interaction is her last, unbeknownst to the charity

Fixing the Donor Experience Barrier #2: Use New Tools

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• Because of mindset, our “journey mapping” is all one-sided. What we push out over time.

• Use square peg, round hole methods that don’t facilitate planning;

devolves into production schedule.

• The methods most commonly used are, at best, incomplete

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Assumes the donor receives, opens and retains all, or any of this…what happens if a donor just doesn’t get/open/retain a critical touchpoint (e.g. child sponsor example) Doesn’t account for time – space in between contacts can often have a huge impact on donor experience (e.g. Thank you shows up too late, next ask before the thank you, etc) Doesn’t account for channel – the proliferation of multi-channel has made the clothes line method inadequate When did the welcome call occur When did they start getting emails 4) Doesn’t account for different audiences…how many clothes lines can you create

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Doesn’t account for consistency in content, look and feel – what we say/ask for means A LOT The donor journey is an ever changing experience and requires that you have the ability to pivot with it.

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Ultimately…whether you follow the clothes line or the post-it note method it almost always ends up in HERE.. This is where most orgs live but make no mistake, its singular function should be scheduling workflow….this does not present any view of what/how the donor experiences

• Step 1 – Build the Assumptive View by internal stakeholders without any donor insight

• Step 2 – Validate the current Donor Experience with your donors input

• Step 3 – Build Future State

• Step 4 – Manage and monitor the donor’s experience with critical touchpoints as they occur

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• Donor Experience vs. Process focus

• Enterprise-wide experience from the Donor’s Perspective

• Usability

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Transition to the TP Map and show the Assumptive Donor Journey: Annual calendar by quarter You can view full map in single screen Within any single map we can segment attributes 4 ways using Rows, Columns, Colors and Icons – everything you see here is 100% customizable (click on colors, click on stickers, click on header) You can drill down on individual touchpoints for more detail including attached PDF’s of art files We can have multiple stakeholders (e.g. Online, Direct Mail, Advocacy) all accessing the same map and be able to manage a log of changes for everyone to see Drill Down on Segments of Journey Often times there are smaller segments of the journey that serve a specific purpose and the touchpoints and timing are important to coordinate You can pivot all of your touchpoints to isolate individual views such as a New Donor Onboard and change the view to show touchpoints at the monthly, weekly, daily level Catalog Touchpoints by Purpose One common trap I see with people get into with mapping is the belief that because they did something once they have achieved success more competition, more channels, shorter attention span, bad execution are all enemies of the best laid donor journey If there is a critical connection, often referred to as a ‘Moment of Truth’ (e.g. New sponsor to child) then it is worth considering multiple touchpoints Purpose can also designate “stakeholder” Charting Form Arming yourself and most importantly socializing the full experience with key functional areas across the org is critical to coordinating timing and content Showing a board who complains he gets too much direct mail always asking for money how you are informing, stewarding your donors is useful as well Identifying functional areas where you may be a little “light” (e.g. Not asking for feedback)

https://maps.touchpointdashboard.com/map/13782/#tab-swim-lanes

Fixing the Donor Experience Barrier #3: Lack of Insight

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1. What is the point of all the spend and time we put against the house file?

2. You confident enough to start circling what works and crossing off what doesn’t and then rolling with it?

3. How do you know? Clicks, opens, Likes, response rates? What about Mabel?

4. What about all the touchpoints with no direct behavior data – magazine, donor service interaction, key message?

5. If it is the donor’s experience with the touchpoint that fully identifies its value why not directly measure it?

Behavior

Constituent Experiences With Touchpoints • Brand (i.e. Key Messages) • Marketing/Comms • Donor Service • Fundraising • Operations

This is attitude, opinion – how they think and feel. There is no good proxy for it. Have to collect it.

Relationship Strength

(Attitudinal Loyalty)

This causes this

This causes this

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The question is How, how to properly and accurately measure the donor experience. It starts by recognizing what all that organizational spend, all those touchpoints on our map actually, directly impact. -In particular, there is a missing piece in the middle, that stands between what you serve up or push out and the behavior we covet. -This piece in the middle is the strength of the relationship and you must measure this to properly determine what experiences actually matter since this is the piece we directly impact -And only by focusing on what we directly impact can we, in turn, positively impact the donor’s behavior and their decision to stick around -It is worth underscoring that there is only one way to properly measure Relationship Strength and the donor’s experience with our touchpoints and that is by collecting their attitudes and opinions, how they think and feel. -There are a million wrong ways to do this but when done right it gives you the cause and effect answers you need. -Let’s take a look at an illustrative example.

Commitment to

ORG

Functional Connection

Personal Connection

• Humane research methods & standards • Support Programs for Women • Environmental Impact • Impact on the global community

• Accuracy receipt acknowledgement • Timeliness of donation receipt • Ordering of honor cards simple and easy

• Frequency of request for donations • Receiving a Copy of the Annual Report

Reallocate Resources

• Receiving DIY Fundraising Program Materials • ORG Volunteer Opportunities • Hear/see stories of ORG supporters talk • Supporting Advocacy efforts

Every 1pt increase in Commitment equals $170 increase in LTV

Focus Here

Gift Impact - $25.29 $8.29 Funding Research $8.35 Understand impact of Gift In Kind $8.66 Showing Impact on families

Brand - $25.33 $8.33 Improves lives w/ disease $8.40 Help People Help Themselves $8.04 Helping Care Givers

Donor Experience Retention Blueprint Good Performance/

Weak Performance

$120.94

$49.16

• Impact on local community • Impact of gift in developing countries • Impact of non-future generations

Engagement - $95.65 $25.70 Welcome kit” on How ORG Work $19.45 Social Media for conversations $25.03 ORG e-Newsletter $25.47 ORG Magazine

Fundraising - $15.43

$8.88 Offer simple way to give monthly $6.55 Easy process for online donations

Donor Service - $8.40

$1.67 Easy to Find Contact Info $1.67 Helpful Customer Service $1.67 Fulfillment of Premiums $3.37 Providing Opportunities to Give Feedback

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Our measure of Relationship strength – Functional, Personal and Commitment. See the relationship between Relationship strength and giving. What do we do that causes this? How do we get the $170? We can see that part of this comes from the Personal Connection and part from the Functional. But what do we do – with time, effort and spend – that impacts those pieces? Individual Touchpoint talking points – map is animated as follows: -- Welcome Kit is important but has too much stuff – we see here that DIY doesn’t matter to the relationship and is on the list of things we would cut from the Welcome kit – offer a map not a menu -- Org eNews and Magazine both matter…this is a slippery slope where many orgs are burned by so called “best practices”… we have seen proof where it matters and others where it does not -- Message, impact on specific areas, localization isn’t always worth the effort -- Providing backend premiums may have value to the relationship but if you don’t do it well it will hurt – we have seen orgs who have more than a 15% non-delivery (killing retention right from the start) -- Providing opportunities to give feedback matters just as much as promoting your contact info…too many orgs bury this in 7 point font on the back of a reply…we need to start turning up on the volume on supporter feedback





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Back to the Map: Revisit the Assumptive Map and now layer in some critical information about how the donor views the journey Quarter View of Map -- Walk through the new stickers Moment of truth – Critical steps in the donor’s journey where decisions are often made to stay or go Add – New touchpoints required to fulfill a donor’s need that is currently unmet in the assumptive journey we created Drop – Existing touchpoints in the donor’s journey that are creating either a negative experience or having no impact on the relationship Repair – Touchpoints that matter but are broken – this is about revising the meet the critical need and can include copy better aligned with brand, a chance to the next step of action (map vs. menu) This is akin to filling the whiteboard with all that we do and be able to go back to that board with a different color marker and circle things that matter and cross out those that don’t Scale, Fix, Drop View of Map Grouping by Positive vs. Negative or more finely into scale, fix, drop can isolate the touchpoints that require changes Look at cost implications – what do we rollout? What do we test? How do we reinvest the time and money associated with things we are dropping Use this view to create a plan of attack for the copywriters, designers and production teams Pilot View Are we making meaningful changes across the journey that will be discernable to the donor?


Fixing the Donor Experience Barrier #4: Redefining Donor Service

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There is no more important “ask” or conversion goal at this point in the journey.

Your ROI and fundraising success depend on

knowing if this is Mabel or Gertrude.

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We now know that the online giving experience matters but it is broken. And while it is broken or a bad experience for most people, it isn’t for everybody, take Gertrude and Mabel. We also don’t know exactly what we should change about the process, we are missing that level of detail and context. So, how do we fix this? We get in the game on measuring the experiences of individual donors like Mabel and Gertrude and do it immediately after the interaction or experience they have with us. -in this instance we are asking for feedback on the website confirmation page, after an online donation. -there is no more important ask at this point. To try to get to take some other action – Like us on facebook, invite a friend, join our monthly giving program has it all wrong. It has too many assumptions built in, we don’t really know if this was success or failure. -what do we ask? Very specific and purposeful questions to determine if this is Mabel or Gertrude and that will dictate our next, individual level next step. -but we also ask for open end feedback about what we can do to improve it.

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But we aren’t done. There is a critical need to close the loop here, to engage in relationship norms. Someone shares something with us, we respond in kind. Like we are paying attention and actually care. Compare this with how your organization treats comment mail today, which by the way is a tiny, tiny fraction of the actual comment that exists out there. We just have the mute button on. -each person gets an automated message that is responsive to the feedback they just gave.

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-But that is not where this should stop, not if we care about raising money. -We can have a significant influence on behavior with a rather pedestrian and “unsexy” but highly human interaction-- a call from a donor service representative to respond to and build on this feedback. -This case management report, batched and sent daily provides your organization or vendor with all they need to raise money. That is right, this is about raising money. Remember, The average return on investment for resolving a problem or otherwise having a human interaction after a dissatisfying donor experience is 70%. We can hear the reasons now for why this can’t be done. This isn’t scalable, we don’t have people who can make these calls. But we see these same charities spend gobs of money to concoct loyalty or stewardship programs that throw a bunch of additional comms into the push mkt stream – typically aimed at the first six months and get little to no impact and certainly not a big ROI. We see other charities pour bucket loads of money into acquisition only to make no impact on net. Flat may be the new up but that is only if limit ourselves to the old way of thinking. Recall our earlier footnote, anything can be scaled. It is a function of what we assign value and where we get the best return and choosing accordingly.

• The act of providing feedback changes behavior • If there was ever a silver-bullet, this is it.

Product Purchase Attrition Profit

TestControl

Performance Snap Shot Six Months AFTER Test

So what was this test? A single instance of collecting feedback.

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Proof of the return on treating Mabel like Mabel and Gertrude like Gertrude.

1. Added PayPal 2. Promote Member access page for payment info changes 3. Add prominent opt in/opt out for premiums 4. Reworking monthly giving process from bottom up 5. add giving membership as gift option 6. fix user experience with giving in memory (deceased) 7. Fix user experience with giving in honor (living)

Changes made to online giving process not because someone decided it would be fun, cool or good idea

but because donors told us





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What We’ve Accomplished: We’ve captured the current state, the assumptive donor journey we built internally We’ve gathered actionable insight from our donors about brand, engagement, fundraising touchpoints and layered that data into the experience Now we have created listening posts throughout the donors experience to validate our plan and monitor break points So what does it really look like…let’s take a walk in the donor’s shoes Back to the Map: We’ve added in the donor sentiment collected at each of the moments of truth we’ve identified and can give you a true sense of that experience via our story board


Key Takeaways

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Overcome These Four Barriers 1. Mindset Change – start measuring success and failure differently. 2. Wrong Tools – square peg, round hole. 3. Lack of Insight – Shift from Assumptive Mapping 4. Redefine donor service – this is the retention silver bullet.

Upside 1. 50% decrease in attrition 2. 7 pt. increase in retention rate 3. 18% increase in annual, net revenue 4. 70% ROI on donor service interactions

• Compare these results to your last 20 A/B tests

• Your year over year improvement

http://Demo.supporterfeedback.org http://supporterfeedback.org

www.donorfeedback.thedonorvoice.com

Free Feedback Widget for Website

Websites for more info on feedback tools and demos

Free Donor Experience White Paper

US contact info: Kevin Schulman, [email protected] Roger Craver, [email protected] Josh Whichard, [email protected] International Contact info: Charlie Hulme, [email protected] Twitter: @donorvoice

(Not) Free Book www.retentionfundraising.com

http://demo.supporterfeedback.org/

http://supporterfeedback.org/

http://www.donorfeedback.thedonorvoice.com/

mailto:[email protected]




http://www.retentionfundraising.com/

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