IFC 2015 Digital Strategy Masterclass

Transform your digital strategy: New ideas from unexpected places

Colin Habberton IFC Masterclass The Netherlands

20/21 October 2015

•  This session will provide an in-depth analysis of the potential and practice of digital strategy for the developing world.

•  It will look at the similarities and differences of digital campaigning from across the world through a series of deep dive case studies from commercial and nonprofit sectors.

Session Summary

Aimed at: •  It is aimed at fundraisers who are

currently implementing or intending to implement digital fundraising strategies in developing markets.

Learning outcomes: •  This Masterclass will highlight the

challenges, unpack the opportunities and provide delegates with a workable toolkit for their own organisation or campaign.

Session Summary

Today •  Introductions •  Objectives •  The ‘Developing’ World •  The State of the Digital Nation •  What is Strategy? •  Innovation •  Case Studies

Session Overview

Tomorrow

•  Experimentation

•  Toolkits

•  Application

•  Collaboration

•  Evaluation

Session Overview

Speaker Introduction

•  GivenGain Foundation - Social Fundraising Platform

•  Born in Stellenbosch, South Africa - Launched 2001 (2009 & 2015) - 1800+ Causes Worldwide - 50+ Countries - 10,000+ Projects - 8000+ Activists (Peer to Peer) - 110,000+ Donors - 180+ Countries

•  One World. Zero Barriers.

Stellenbosch

Cape Town

Team Introductions

•  What is your name?

•  Where are you from?

•  Where are you now?

•  What is important to you?

•  What makes you, you?

Question:

I’d like to know how you plan to “format”

your session in terms of lecture/

presentation/interactive discussion/

exercises, etc.?

Session Overview

Answer: •  multi-disciplinary format

•  coverage of theoretical material

•  case studies

•  encourage sharing

•  few exercises

•  practical review of some tools

Session Overview

Today •  Introductions

•  Objectives

•  The ‘Developing’ World

•  What is strategy?

•  Innovation

•  Fundraising case studies

Session Overview

Objectives

My objectives:

•  The potential and practice of digital strategy

•  Similarities and differences from across the world

•  Deep dive case studies: commercial and nonprofit

•  Highlight the challenges

•  Unpack the opportunities

•  Workable toolkit

Objectives

Your objectives? •  “I’d like to learn more about online, internet and especially

mobile fundraising, since mobiles are such a significant factor in developing countries.”

•  “…catch up with the modern expectaAons and learn new techniques”

•  “…online payment opAons that are the best to offer in different countries/regions. How/why they work and don’t work, etc.”

•  “cultural, logisAcal, and other differences that must be considered when engaging people from a variety of countries”

•  “…transferable new perspecAves on creaAng digital strategies for chariAes in the UK market.”

•  Others?

Good or Bad Memories?

Our Periodic Table?

Locality •  Switzerland, UK, Netherlands, Malaysia, France, USA,

Spain, Canada, Indonesia, Hungary (& South Africa) Reach •  UK, Hungary, Latin America, India, Hong Kong, Korea

and Japan Experience •  Marketing, Communication, Digital Media, Client

Relationships, Founder, CEO Fundraising Skills •  DM, F2F, Digital, DRTV, International

The ‘Developing’ World

Planetary Disruption •  Climate Change •  Resource Shortages

Political Disruption •  Extremism •  Destabilisation

Economic Disruption •  Financial Volatility •  Rampant Inequality

Systemic Disruption •  Changing Technology •  Information Access

Our World

Our World

: (Adapted: Piketty, 2014: Capital in the 21st Century)

The ‘Developing’ World?

BurkinaFaso

DominicanRepublic Puerto

Rico (US)

U.S. VirginIslands (US)

St. Kittsand Nevis

Antigua and Barbuda

Dominica

St. Lucia

Barbados

Grenada

Trinidadand Tobago

St. Vincent andthe Grenadines

R.B. de Venezuela

Martinique (Fr)

Guadeloupe (Fr)

St. Martin (Fr)

St. Maarten (Neth)

Curaçao (Neth)

Aruba (Neth)

Poland

Czech RepublicSlovak Republic

Ukraine

Austria

Germany

SanMarino

Italy

SloveniaCroatia

Bosnia andHerzegovina Serbia

Hungary

Romania

Bulgaria

AlbaniaGreece

FYRMacedonia

Samoa

AmericanSamoa (US)

TongaFiji

Kiribati

French Polynesia (Fr)

N. Mariana Islands (US)

Guam (US)

Palau

Federated States of Micronesia Marshall Islands

Nauru Kiribati

SolomonIslands

Tuvalu

Vanuatu Fiji

NewCaledonia

(Fr)

HaitiJamaica

CubaCayman Is.(UK)

The Bahamas

Turks and Caicos Is. (UK)

Bermuda(UK)

United States

Canada

Mexico

PanamaCosta Rica

NicaraguaHonduras

El SalvadorGuatemala

Belize

ColombiaFrench Guiana (Fr)

GuyanaSuriname

R.B. deVenezuela

Ecuador

Peru Brazil

Bolivia

Paraguay

ChileArgentina

Uruguay

Greenland(Den)

NorwayIceland

Isle of Man (UK)

IrelandUnited

Kingdom

FaeroeIslands(Den) Sweden Finland

DenmarkEstonia

LatviaLithuania

Poland

RussianFed.

Belarus

UkraineMoldova

Romania

Bulgaria

Greece

Italy

GermanyBelgium

The Netherlands

LuxembourgChannel Islands (UK)

SwitzerlandLiechtenstein France

Andorra

PortugalSpain

Monaco

Gibraltar (UK)Malta

Morocco

Tunisia

Algeria

WesternSahara

Mauritania

Mali

SenegalThe Gambia

Guinea-Bissau Guinea

Cabo Verde

Sierra Leone

Liberia

Côted’Ivoire

Ghana

Togo

Benin

Niger

Nigeria

Libya Arab Rep.of Egypt

Sudan

SouthSudan

Chad

Cameroon

CentralAfrican

Republic

Equatorial GuineaSão Tomé and Príncipe

Gabon Congo

Angola

Dem.Rep.ofCongo

Eritrea

Djibouti

Ethiopia

Somalia

KenyaUganda

RwandaBurundi

Tanzania

Zambia Malawi

MozambiqueZimbabwe

BotswanaNamibia

Swaziland

LesothoSouthAfrica

Madagascar Mauritius

Seychelles

Comoros

Mayotte(Fr)

Réunion (Fr)

Rep. of Yemen

Oman

United ArabEmirates

QatarBahrain

SaudiArabia

KuwaitIsraelWest Bank and Gaza Jordan

LebanonSyrianArabRep.

Cyprus

IraqIslamic Rep.

of Iran

TurkeyAzer-baijanArmenia

Georgia

Turkmenistan

Uzbekistan

Kazakhstan

Afghanistan

Tajikistan

KyrgyzRep.

Pakistan

India

BhutanNepal

Bangladesh

Myanmar

SriLanka

Maldives

Thailand

LaoP.D.R.

VietnamCambodia

Singapore

MalaysiaBrunei Darussalam

Philippines

Papua New GuineaIndonesia

Australia

NewZealand

JapanRep.ofKorea

Dem.People’sRep.of Korea

Mongolia

China

Russian Federation

Antarctica

Timor-Leste

VaticanCity

IBRD 41312 NOVEMBER 2014

KosovoMontenegro

Classified according to World Bank estimates of

2013 GNI per capita

The world by income

Low ($1,045 or less)

Lower middle ($1,046–$4,125)

Upper middle ($4,126–$12,745)

High ($12,746 or more) No data

Economic Growth

Romania

Serbia

Greece

SanMarino

Bulg

aria

Ukra

ine

Germ

any

FYRMacedonia

Croatia

Bosnia andHerzegovina

CzechRepublic

Poland

Hungary

Italy

Austria

Slovenia

SlovakRepublic

KosovoMontenegro

Albania

DominicanRepublic

Trinidad andTobago

GrenadaSt. Vincent andthe Grenadines

Dominica

PuertoRico, US

St. Kittsand Nevis

Antigua andBarbuda

St. LuciaBarbados

R.B. de Venezuela


Martinique (Fr)

Guadeloupe (Fr)

St. Martin (Fr)

Anguilla (UK)St. Maarten (Neth)

Curaçao(Neth)

BurkinaFaso

Samoa

TongaFiji

Kiribati

Palau

Federated Statesof Micronesia

MarshallIslands

NauruKiribati

SolomonIslands

Tuvalu

Vanuatu Fiji

Haiti

Jamaica

CubaThe Bahamas

United States

Canada

PanamaCosta Rica

Nicaragua

Honduras


Mexico

Belize

Colombia

GuyanaSuriname

R.B. deVenezuela

Ecuador

Peru Brazil

Bolivia

Paraguay

Chile

Argentina Uruguay

Norway

Iceland

Ireland

UnitedKingdom

Sweden Finland

Denmark

EstoniaLatvia

Lithuania

Poland Belarus

UkraineMoldova

Romania

Bulgaria

GreeceItaly

GermanyBelgium

The Netherlands

Luxembourg

Switzerland

LiechtensteinFrance

AndorraPortugalSpain Monaco

Malta

MoroccoTunisia

Algeria

MauritaniaMali

SenegalThe

GambiaGuinea-Bissau

Guinea

CaboVerde

Sierra LeoneLiberia

Côted’Ivoire

Ghana

Togo

Benin

Niger

Nigeria


Chad

Cameroon

CentralAfrican

Republic


GabonCongo

Angola

Dem.Rep.of Congo

Eritrea

Djibouti

Ethiopia

Somalia

KenyaUganda

RwandaBurundi

Tanzania

ZambiaMalawi

MozambiqueMadagascarZimbabwe

BotswanaNamibia

Swaziland

LesothoSouthAfrica

Mauritius

SeychellesComoros

Rep. ofYemen

Oman

United ArabEmirates

QatarBahrain

SaudiArabia

Kuwait

IsraelJordan

Lebanon

SyrianArabRep.

Cyprus

IraqIslamic Rep.

of Iran

Turkey

Azer-baijanArmenia

Georgia

Turkmenistan

Uzbekistan

Kazakhstan

Afghanistan

Tajikistan

KyrgyzRep.

Pakistan

India

BhutanNepal

Bangladesh

Myanmar

SriLanka

Maldives

Thailand

LaoP.D.R.

Vietnam

Cambodia

Singapore

Malaysia

Philippines

PapuaNew Guinea

Indones ia

Australia

NewZealand

JapanRep.ofKorea


Mongolia

China

Russian Federation

BruneiDarussalam

Sudan

SouthSudan

Timor-Leste

AmericanSamoa (US)

FrenchPolynesia (Fr)


Guam (US)

NewCaledonia

(Fr)

Bermuda(UK)

French Guiana (Fr)

Greenland(Den)

West Bank and Gaza


WesternSahara

Réunion(Fr)

Mayotte(Fr)

IBRD 41453

Less than 0.0

0.0–1.9

2.0–3.9

4.0–5.9

6.0 or more

No data

Economic growth

AVERAGE ANNUAL GROWTH OFGDP PER CAPITA, 2009–13 (%)

Europe insetCaribbean inset

Poverty Levels

Romania

Serbia

Greece

SanMarino

Bulg

aria

Ukra

ine

Germ

any

FYRMacedonia

Croatia


CzechRepublic

Poland

Hungary

Italy

Austria

Slovenia

SlovakRepublic

KosovoMontenegro

Albania

Europe insetDominicanRepublic

Trinidad andTobago


Dominica

PuertoRico, US

St. Kittsand Nevis

Antigua andBarbuda

St. LuciaBarbados

R.B. de Venezuela


Martinique (Fr)

Guadeloupe (Fr)

Curaçao(Neth)

St. Martin (Fr)


Caribbean inset

BurkinaFaso

Samoa

TongaFiji

Kiribati

Palau


MarshallIslands

NauruKiribati

SolomonIslands

Tuvalu

Vanuatu Fiji

Haiti

Jamaica

CubaThe Bahamas

United States

Canada

PanamaCosta Rica

Nicaragua

Honduras


Mexico

Belize

Colombia

GuyanaSurinameR.B. de

Venezuela

Ecuador

Peru Brazil

Bolivia

Paraguay

Chile

Argentina Uruguay

Norway

Iceland

Ireland

UnitedKingdom

Sweden Finland

Denmark

EstoniaLatvia

Lithuania

Poland Belarus

UkraineMoldova

Romania

Bulgaria

GreeceItaly

GermanyBelgium

The Netherlands

Luxembourg

Switzerland

LiechtensteinFrance


Malta

MoroccoTunisia

Algeria

MauritaniaMali

SenegalThe

GambiaGuinea-Bissau

Guinea

CaboVerde

Sierra LeoneLiberia

Côted’Ivoire

Ghana

Togo

Benin

Niger

Nigeria


Chad

Cameroon

CentralAfrican

Republic


GabonCongo

Angola

Dem.Rep.of Congo

Eritrea

Djibouti

Ethiopia

Somalia

KenyaUganda

RwandaBurundi

Tanzania

ZambiaMalawi

MozambiqueZimbabwe

BotswanaNamibia

Swaziland

LesothoSouthAfrica

Madagascar

Mauritius

SeychellesComoros

Rep. ofYemen

Oman

United ArabEmirates

QatarBahrain

SaudiArabia

Kuwait

IsraelJordan

Lebanon

SyrianArabRep.

Cyprus

Iraq Islamic Rep.of Iran

Turkey

Azer-baijanArmenia

Georgia

Turkmenistan

Uzbekistan

Kazakhstan

Afghanistan

Tajikistan

KyrgyzRep.

Pakistan

India

BhutanNepal

Bangladesh

Myanmar

SriLanka

Maldives

Thailand

LaoP.D.R.

Vietnam

Cambodia

Singapore

Malaysia

Philippines

PapuaNew Guinea

Indones ia

Australia

NewZealand

JapanRep.ofKorea


Mongolia

China

Russian Federation

BruneiDarussalam

Sudan

SouthSudan

Timor-Leste

AmericanSamoa (US)



Guam (US)

NewCaledonia

(Fr)

French Guiana (Fr)

Greenland(Den)

West Bank and Gaza


WesternSahara

Réunion(Fr)

Mayotte(Fr)

IBRD 41450

50.0 or more

25.0–49.9

10.0–24.9

2.0–9.9

Less than 2.0

No data

Poverty

SHARE OF POPULATION LIVING ONLESS THAN $1.25 A DAY, 2011 (%)

Bermuda(UK)

Investment Flows

Romania

Serbia

Greece

SanMarino

Bulg

aria

Ukra

ine

Germ

any

FYRMacedonia

Croatia


CzechRepublic

Poland

Hungary

Italy

Austria

Slovenia

SlovakRepublic

KosovoMontenegro

Albania

DominicanRepublic

Trinidad andTobago


Dominica

PuertoRico, US

St. Kittsand Nevis

Antigua andBarbuda

St. LuciaBarbados

R.B. de Venezuela


Martinique (Fr)

Guadeloupe (Fr)

Curaçao(Neth)

St. Martin (Fr)


BurkinaFaso

Samoa

TongaFiji

Kiribati

Palau


MarshallIslands

NauruKiribati

SolomonIslands

Tuvalu

Vanuatu Fiji

Haiti

Jamaica

CubaThe Bahamas

United States

Canada

PanamaCosta Rica

Nicaragua

Honduras


Mexico

Belize

Colombia

GuyanaSuriname

R.B. deVenezuela

Ecuador

Peru Brazil

Bolivia

Paraguay

Chile

Argentina Uruguay

Norway

Iceland

Ireland

UnitedKingdom

Sweden Finland

Denmark

EstoniaLatvia

Lithuania

Poland Belarus

UkraineMoldova

Romania

Bulgaria

GreeceItaly

GermanyBelgium

The Netherlands

Luxembourg

Switzerland

LiechtensteinFrance


Malta

MoroccoTunisia

Algeria

MauritaniaMali

SenegalThe

GambiaGuinea-Bissau

Guinea

CaboVerde

Sierra LeoneLiberia

Côted’Ivoire

Ghana

Togo

Benin

Niger

Nigeria


Chad

Cameroon

CentralAfrican

Republic


GabonCongo

Angola

Dem.Rep.of Congo

Eritrea

Djibouti

Ethiopia

Somalia

KenyaUganda

RwandaBurundi

Tanzania

ZambiaMalawi


BotswanaNamibia

Swaziland

LesothoSouthAfrica

Mauritius

SeychellesComoros

Rep. ofYemen

Oman

United ArabEmirates

QatarBahrain

SaudiArabia

Kuwait

IsraelJordan

Lebanon

SyrianArabRep.

Cyprus

Iraq Islamic Rep.of Iran

Turkey

Azer-baijanArmenia

Georgia

Turkmenistan

Uzbekistan

Kazakhstan

Afghanistan

Tajikistan

KyrgyzRep.

Pakistan

India

BhutanNepal

Bangladesh

Myanmar

SriLanka

Maldives

Thailand

LaoP.D.R.

Vietnam

Cambodia

Singapore

Malaysia

Philippines

PapuaNew Guinea

Indones ia

Australia

NewZealand

JapanRep.ofKorea


Mongolia

China

Russian Federation

BruneiDarussalam

Sudan

SouthSudan

Timor-Leste

AmericanSamoa (US)



Guam (US)

NewCaledonia

(Fr)

French Guiana (Fr)

Greenland(Den)

West Bank and Gaza


WesternSahara

Réunion(Fr)

Mayotte(Fr)

IBRD 41455

Less than 1.0

1.0–1.9

2.0–3.9

4.0–5.9

6.0 or more

No data

Foreign direct investment

FOREIGN DIRECT INVESTMENT NETINFLOWS AS A SHARE OF GDP, 2013 (%)


Bermuda(UK)

Internet Usage

Romania

Serbia

Greece

SanMarino

Bulg

aria

Ukra

ine

Germ

any

FYRMacedonia

Croatia


CzechRepublic

Poland

Hungary

Italy

Austria

Slovenia

SlovakRepublic

KosovoMontenegro

Albania

DominicanRepublic

Trinidad andTobago


Dominica

PuertoRico, US

St. Kittsand Nevis

Antigua andBarbuda

St. LuciaBarbados

R.B. de Venezuela


Martinique (Fr)

Guadeloupe (Fr)

Curaçao(Neth)

St. Martin (Fr)


BurkinaFaso

Samoa

TongaFiji

Kiribati

Palau


MarshallIslands

NauruKiribati

SolomonIslands

Tuvalu

Vanuatu Fiji

Haiti

Jamaica

CubaThe Bahamas

United States

Canada

PanamaCosta Rica

Nicaragua

Honduras


Mexico

Belize

Colombia

GuyanaSuriname

R.B. deVenezuela

Ecuador

Peru Brazil

Bolivia

Paraguay

Chile

Argentina Uruguay

Norway

Iceland

Ireland

UnitedKingdom

Sweden Finland

Denmark

EstoniaLatvia

Lithuania

Poland Belarus

UkraineMoldova

Romania

Bulgaria

GreeceItaly

GermanyBelgium

The Netherlands

Luxembourg

Switzerland

LiechtensteinFrance


Malta

MoroccoTunisia

Algeria

MauritaniaMali

SenegalThe

GambiaGuinea-Bissau

Guinea

CaboVerde

Sierra LeoneLiberia

Côted’Ivoire

Ghana

Togo

Benin

Niger

Nigeria


Chad

Cameroon

CentralAfrican

Republic


GabonCongo

Angola

Dem.Rep.of Congo

Eritrea

Djibouti

Ethiopia

Somalia

KenyaUganda

RwandaBurundi

Tanzania

ZambiaMalawi


BotswanaNamibia

Swaziland

LesothoSouthAfrica

Mauritius

SeychellesComoros

Rep. ofYemen

Oman

United ArabEmirates

QatarBahrain

SaudiArabia

Kuwait

IsraelJordan

Lebanon

SyrianArabRep.

Cyprus

IraqIslamic Rep.

of Iran

Turkey

Azer-baijanArmenia

Georgia

Turkmenistan

Uzbekistan

Kazakhstan

Afghanistan

Tajikistan

KyrgyzRep.

Pakistan

India

BhutanNepal

Bangladesh

Myanmar

SriLanka

Maldives

Thailand

LaoP.D.R.

Vietnam

Cambodia

Singapore

Malaysia

Philippines

PapuaNew Guinea

Indones ia

Australia

NewZealand

JapanRep.ofKorea


Mongolia

China

Russian Federation

BruneiDarussalam

Sudan

SouthSudan

Timor-Leste

AmericanSamoa (US)



Guam (US)

NewCaledonia

(Fr)

French Guiana (Fr)

Greenland(Den)

West Bank and Gaza


WesternSahara

Réunion(Fr)

Mayotte(Fr)

IBRD 41454

Fewer than 20

20–39

40–59

60–79

80 or more

No data

Internet users

INDIVIDUALS USING THE INTERNET AS A SHARE OF POPULATION, 2013


Bermuda(UK)

•  US$2.3 trillion in

global aid since 1950 (World Bank)

•  US$1 trillion in Aid to Africa

•  6 Marshall Plans equivalent to US$5,000/person (Richard Dowden, Royal Africa

Society)

Aid and Income Growth in Africa (10-year moving average)

02468

101214161820

1970

1973

197619

79198

219

8519

88199

1199

419

9720

00

Aid

/GN

I (%

)

-1.0

-0.5

0.0

0.5

1.0

1.5

2.0

2.5

Gro

wth

GD

P/C

apita

(%

)

Aid/GNI Growth GDP/Capita

Solutions: Aid?

•  Definition of ‘developing’?

•  Motives & intent?

•  Local or global?

•  Inflow or outflow?

•  Invest or Extract?

•  Transactions?

•  Relationships?

The ‘Developing’ World

Our Global Challenges

The State of the Digital Nation

An authorised financial services provider – FSP 43441 Source: h+p://wearesocial.sg/blog/2014/11/internet-‐users-‐pass-‐3-‐billion/

Thresholds…

Hype and scale…

Source: M+R Benchmarks Study 2014

Benchmarks 2014

Source: M+R Benchmarks Study 2015

Benchmarks 2015

1.  Internet of Me –  Personalised World

2.  Outcome Economy –  Digital/Physical Blur

3.  Intelligent Enterprise –  Smart Decisions & Delivery

4.  Workforce Reimagined –  Workforce to Crowdsource

5.  Platform (R)evolution –  Harnessing Hyperscale

(Source: Accenture Technology Vision 2015 )

Digital ‘Megatrends’

What is strategy?

Q:

•  What do you call an investment that takes

two dollars to produce a dollar’s worth of

value?

A:

•  Strategic

The MBA version

Q: •  How do you buy a dollar for fifty cents? A: •  Price is what you pay, value is what you get. •  What counts is not what you know, it how well you

define what you don’t know. •  I’d rather be certain of good outcome than hopeful of a

great one. •  The size of your circle of competence is not what

important, knowing it boundaries, however, is vital.

The Buffet version

Innovation

What is Innovation? “Innovation is a new idea, more effective device or process…something original… better solutions

that meet new requirements and needs…that break into the market or society.”

(Wikipedia)

Three Kinds of Innovation

•  Performance-improving innovations –  Replace the old with new, better models –  Substitutive e.g. Camry to Prius

•  Efficiency innovations –  Same products & customers, cheaper prices –  Improve productivity, resource allocation –  e.g. Supermarkets, Downsizing

•  Market-creating innovations –  Transforms products, create new customers –  Changes needs, resource/skill/access dependent –  e.g. computers, internet, nonprofits

(Source: Christensen & van Bever. 2014. The Capitalists Dilemma. Harvard Business Review)

The Eisner Principle

“Think inside the box”

•  Disruption & discomfort –  Complexity of context

•  Increasing needs –  Volatile tension

•  Demands from funders –  Accountability

•  Digital convergence –  Demands on skillsets

•  Change is inevitable –  Pervasive, punishing

The box we live in

•  Resource constraints –  Doing more with less

•  The Madding Crowd –  Breaking through the noise

•  Relevance of purpose –  Who cares about what?

•  Connectivity challenges –  Device & delivery

•  Attracting talent –  Skills ≠ Experience

The box we live in

Case Studies

The Unicorns

It began as a grassroots effort by Pete Frates, a 29 year-old Massachusetts man and

athlete who has lived with ALS since 2012 and Jeanette Senerchia of upstate New York,

whose husband, Anthony Senerchia, has had the disease for over a decade.

Inspired by Jeanette, Pat Quinn challenged 50 friends…

#IceBucketChallenge

•  8000 to 430 000 Wikipedia views/day

•  2.2 million mentions on Twitter

•  1.2 mentions on Facebook

•  $100 million (ALS US)

•  $2.5 million in 2013

•  £6m (Motor Neuron Disease, UK)

•  €1m (ALS Netherlands)

•  And many others…

#IceBucketChallenge

•  ALS (Amyotrophic lateral sclerosis) Association

•  Strong, coordinated effort underlying success:

•  user-friendly website

•  strong storytelling, and

•  a solid donor management system.

•  The ALS Association was prepared…

•  Big, selfless, simple idea

•  The audience effect

•  Personal nominations by friends

•  Sense of urgency

#IceBucketChallenge

•  Launched November 2012 –  Song top 10 on iTunes

•  Close to 100 million views –  4.8 million shares, –  most shared ad of all time –  various spin-offs

•  Dumb Ways to Die 2 game –  the top app in 83 countries, –  four billion mini-game plays in just

three months •  Most awarded campaign in the

history of Cannes –  28 Lions, incl 5 Grand Prix.

•  127 million people said they would be safer around trains

(Source: mccann.com.au)

Melbourne Metro

Melbourne Metro

Today •  Case Studies

•  Experimentation

•  Toolkits

•  Application •  Collaboration

•  Evaluation

Session Overview

GivenGain Ecosystem

Background

•  GivenGain Foundation - Social Fundraising Platform

•  Born in Stellenbosch, South Africa - Launched 2001 (2009 & 2015) - 200 - 1800+ Causes Worldwide - 15 - 50+ Countries - 0 - 8000+ Activists (Peer to Peer) - $38 - $100 million in donations - 33,000 - 110,000+ Donors - 1,600 -10,000+ Projects/campaigns - 180+ Countries

•  One World. Zero Barriers.

(Source: Qmee & My Clever Agency, 2013) (Source: Qmee & My Clever Agency, 2013)

Team

Organisation/Cause

Partner/ Supplier

Beneficiary

Training & Incentives

Dia

logu

e &

Pr

ofile

Effective Solutions

Con

tent

&

Insi

ght

Efficient Im

pact

Quality Assurance

Funder/Donor

Competitor Cause

returns/reinvestment

marketing/mindshare

Community Responsibilities

Environmental Concerns

Market & Industry Conditions

Legal & Ethical Regulations

(Adapted from: Habberton, 2005)

Stakeholder Analysis

GivenGain Platform

Payment Processing

For Causes…

For Supporters…

The Cows (CHOC)

P2P Fundraising Phenomenon

•  Started off as a memorial ride for

a mother who lost her daughter

•  6 People in Cow suits

•  Now, 1000+ Activists/Fundraisers

•  Raised over $2 million in 6 years

•  Event based fundraising

•  Mass participation

•  Supported administration

•  Inspired the local sector

charity: water (US)

/

That Was Different (CPT)

Size doesn’t matter…

Charity Water

Birthday campaign (ongoing)

•  Success factors: easy, fun, broad

range of appeal, outstanding support

to fundraisers, peer-to-peer

influence, personalisation

•  Integration with other campaigns,

e.g. World Water Day 2012

•  Recruitment of fundraisers: videos,

social media, email, and through

celebrity ambassadors

19 million birthdays pledges,

$9 million raised

Charity Water

World Water Day 2013 campaign

•  Hyper local event in New York City

•  Walk in the foot steps of beneficiaries

•  Online platforms to connect supporters

•  Jerry can selfies at cross roads of cities

posted on social media

•  Sharing of memeworthy images

•  Twitter promoted tweets with

#WorldWaterDay

•  Sharing of birthday campaign video to

encourage pledges

Charity Water

Its not about the tech…

•  Multiple ideas that people can connect with •  Flash mob dance event

•  Bake-athon •  High-heeled run in the park

•  135 Activists doing something different

•  Human Rights Day 21 March 2013 •  ZAR270 000+ by 477 donors

•  Promotion through video, social media •  Easy & fun

•  Geek squad support

•  TWD starter kit •  GivenGain Facebook app

That Was Different

•  Human Rights Day 21 March 2014

•  Hyper local event in Cape Town

•  Connecting with international supporters via social media

•  Idea Generator

•  Individual and Group Activist projects

•  Manicures in old-age homes

•  Hiking up Table Mountain

•  Pizza-making marathon

•  ZAR 300 000+

•  1400 participants

•  GivenGain Facebook app

That Was Different

charity: water ($millions) •  Creative options but pro-actively

promoting birthday pledges •  Photos, videos, media kit, cover

photos, backgrounds, web banners, etc.

•  Highly personal appeal •  Marketing: Shareable videos •  Multiple channels reinforcing

message •  Eye-catching imagery used

consistently social media and communications

•  Transparent about impact •  Video and photos for impact

That was Different ($thousands) •  Promotes creative individual &

group activities •  Dedicated admin/support to

Activists via multiple channels •  PDF Starter Kit •  Directed to friends & family •  Marketing: Shareable videos •  Multiple channels reinforcing key

message: website, email, social media

•  Variety of striking images used •  Transparent about impact •  Video and photos for impact

Key Success Factors

Red Cross (Kenya)

•  Westgate Tragedy –  21-24 September 2013 –  67 Killed, 175 Injured

•  Relief & Victims Fund – Using Mpesa

•  Mobile Payment System – Running off Operator Billing – Peer to Peer Payments

•  Significant Success – Over US$600k in 3 days

5 x 5 Experimentation

Background

•  Michael Schrage, MIT Sloan – HBS book in 1999: Serious Play: How the

world’s best companies simulate to innovate – Mars, Procter & Gamble, Google, Intel, BT,

Siemens, NASDAQ, IBM, and Alcoa – Collaborative design with business experiments –  Innovate faster, cheaper, better – Simple, safe, scalable – Human capital model of innovation –  “Investment in customer futures..”

The Process

•  Fast, frugal, high impact – 5 Diverse group of people – 5 Days to develop – 5 Business Experiments – 5 Weeks to run – $5,000 budget

•  Business Experiment – Hypothesis – Replicable Test – Measurable Outcomes

The Process

•  Business Hypothesis The team believes that exploring: 1. <Capability/Action> Will likely result in this: 2. <Desired Outcome> We’ll know this because: 3. <Our explicit metric> 4. <Significantly changed>

•  Ideas are the enemy…

Great Vision

Great Problems

Great Arguments

Our 5 x 5 Experiment

•  3 Great Problems – Animal Protection – Tibet – Activating sports mania

•  3 Groups – 5 People per group – 1 Business experiments – 30 mins of group time – 5 mins per presentation – 5 mins feedback & questions

Business Case # 1

•  Rex (Hungary) “Major income source (the 1% of citizens income tax) dropped back by 50% during the last 4-5 years. We urgently have to change our fundraising strategy, mainly if we wish to make true our planned developments (education centre, wildlife reserve, etc.)”

Business Case # 1

IN THE BOX

•  Opportunity to offer 1% of citizens income tax (this source dropped back by 50%)

•  Donations (offline and online) collection box. •  DM/EDM: We send out 4 DM letters annually with a cheque to our

donors. (There are almost 13.000 addresses in our mailing/email list) •  Volunteers (we have more than 1000 registered volunteers, but just

10% of them are regularly involved) •  Legacies (we had only 3 legacies during the last 15 years) •  Home page, Facebook,Youtube channel (in Hungarian only) •  We organize 5/6 family events annually NOT IN THE BOX

•  Intro film or DVD available •  Corporate partnership (we don't especially search for sponsors, unless

they find us...) •  Own mobile application (for donation or rehoming) •  Almost no regular donors •  Minimal number of major gifts

Business Case # 2

•  The Blue Book (Tibet) “The Blue Book campaign is a fundraising programme that has for some 30 years raised funds for social welfare projects benefitting Tibetans living in exile in India. Every donor receives a “Blue Book” somewhat akin to a passport or savings book into which are pasted official Tibetan stamps representing the donations that have been made.”

Business Case # 2

STRENGTHS •  It carries a very clear and focused message, namely to support social

welfare programmes. •  By issuing a passport-like book to the donor, which can be filled with

stamps given in return for donations, it encourages the participant to continue to make donations on an annual basis.

•  The Blue Book can be obtained in a variety of ways, either at an affiliated office of CTA in many countries around the world.

WEAKNESSES •  The programme does not give enough information about the ways in

which money raised through the programme is used by CTA. •  Receiving a special stamp each time a donation is made is a “nice

idea’. Logistics of actually giving a stamp for a donation is complicated. •  The Blue Book could be an impediment to more frequent giving…bit

old-fashioned •  The suggested amount, namely US$ 25 per year is a very low

donation compared to what most giving plans for charities are asking these days.

•  There does not seem to be a strong marketing or fundraising push associated with this programme

Business Case # 3

•  Sports teams?

Our 5 x 5 Experiment

•  3 Groups – 5 People max per group – 1 Business experiment – 30 mins of group time – 5 mins per presentation – 5 mins feedback & questions

•  Business Hypothesis – The problem to be addressed – How you plan to address it – How you will measure its success

Our Toolkits

(Source: Qmee & My Clever Agency, 2013) (Source: Qmee & My Clever Agency, 2013)

Team

Organisation/Cause

Partner/ Supplier

Beneficiary

Training & Incentives

Dia

logu

e &

Pr

ofile

Effective Solutions

Con

tent

&

Insi

ght

Efficient Im

pact

Quality Assurance

Funder/Donor

Competitor Cause

returns/reinvestment

marketing/mindshare

Community Responsibilities

Environmental Concerns

Market & Industry Conditions

Legal & Ethical Regulations

(Adapted from: Habberton, 2005)

Stakeholder Analysis

DONORINDIVIDUALSGROUPSCOMPANIES

GIVENGAINFUNDRAISING PAGERAISE AWARENESS

CAUSETOOLS

TV

PRINTNEWSPAPERSFLYERS

OTHERWORD OF MOUTHFLYERSEVENTS

DIGITALSOCIAL MEDIAEMAILSMSRADIO

ONLINE ADSTV

WEBSITE

GALLERY & COMMENTSINFORMATION / ABOUTPROGRESSFAQSPONSORSPRIZESGET INVOLVEDDONATECONTACT

HOME

ANALYTICS

SEARCH

TIMELINE LAUNCH & MONITOR ANALYZE & IMPROVE

ANALYZE, REPORT & IMPROVEEMAIL SMS SUPPORT WEBSITE

SOCIAL MEDIA

PLANNING & PRE-LAUNCH

THEME RESEARCH WEBSITE EMAIL

GG PAGE TUTORIALS TEAM TASKS

BUDGET SOCIAL MEDIA ACCOUNTS

DATABASE

SPECIFYTIME FRAME

ANALYTICS

TRACKING

BRAND

PHASE 1 SPECIFYTIME FRAMEPHASE 2 SPECIFY

TIME FRAMEPHASE 3

ACTIVISTSFRIENDSFAMILYNETWORK

Some of the good news…

Relational Economics

(Source: HBR, Jan-Feb 2011)

Paradigm of Capital Shift

90

FINANCIAL CAPITAL MARKETS

Financial Return

Financial Performance Measurement

•  Debt •  Equity

•  Retail (mutual funds, online brokers) •  Institutional (Exchanges, Alternative

Trading Systems)

About 5%

FINANCIAL CAPITAL

MARKETS

$165 Trillion

(SOCIALLY) RESPONSIBLE

INVESTING Social Screening and Shareholder Advocacy

$7-45 Trillion

RETURN

MEASUREMENT

PLATFORMS

INVESTMENT TYPE

AVERAGE TRANSACTION

COST

MARKET SIZE

IMPACT INVESTING MARKETS

Financial + Social Return

Financial + Social Measurement

•  Debt •  Equity

•  Retail (online micro finance) •  Institutional (Impact Funds,

emerging platforms)

About 10%

$5 Billion

PHILANTHROPY (GIVING MARKETS)

Social Return

Social Performance Measurement

•  Grants

•  Retail (offline channels, online giving, Donor Advised Funds)

•  Institutional (Foundations)

About 30%

$300 Billion

Source: Social Capital Markets / Markets For Good

(Adapted: Markets for Good, 2010)

Think like a Freak…

•  People respond to incentives

Financial, Moral, Social, Herd

•  Declared vs. revealed preferences Don’t listen to what people say, watch what they do

•  Brian Mullaney: The Smile Train

“the most dysfunctional $300 billion industry in the world”

In 15 years, 1 million surgeries in 90 countries >100 staff

“Make one gift and we will never ask for another donation”

“The bottom line is the learning curve”

Final Thought

Learning Review

My objectives:

•  The potential and practice of digital strategy

•  Similarities and differences from across the world

•  Deep dive case studies: commercial and nonprofit

•  Highlight the challenges

•  Unpack the opportunities

•  Workable toolkit

Learning Review

Your objectives? •  “I’d like to learn more about online, internet and especially

mobile fundraising, since mobiles are such a significant factor in developing countries.”

•  “…catch up with the modern expectaAons and learn new techniques”

•  “…online payment opAons that are the best to offer in different countries/regions. How/why they work and don’t work, etc.”

•  “cultural, logisAcal, and other differences that must be considered when engaging people from a variety of countries”

•  “…transferable new perspecAves on creaAng digital strategies for chariAes in the UK market.”

•  Others?

Transform your digital strategy: New ideas from unexpected places

Colin Habberton IFC Masterclass The Netherlands

20/21 October 2015

IFC 2015 Digital Strategy Masterclass

Government & Nonprofit

Transcript of IFC 2015 Digital Strategy Masterclass