. Page 1
Implementing Integrated Fundraising Techniques
. Page 2
Who Are We?
Mike Johnston
Founder, HJC,
Integrated Fundraising Specialist, Aerobics Instructor, Game Player,
and Sports Fanatic
Allison Porter
CEO, Avalon Consulting
Strategic Multi-Level and Multi-Channel Fundraiser for
Charities and Politics
. Page 3
At the end of the session, we’ll ask you to go online and fill out our integration survey. We’ll select 1 WINNER to receive complimentary 1-hour integrated fundraising consulting session
http://www.surveymonkey.com/s/KX8MM6J
Take our survey at the end of the session!
. Page 4
1) Be better at planning and executing cross channel and integrated fundraising and communications
2) Understand that this will lead to improved cooperation between “competing” departments within your nonprofit organization
3) Look at different channel combinations and help you decide which are best for you
4) Look at how you can use integrated fundraising to help better connect ALL levels of fundraising
Learning Outcomes
. Page 5
1) Our ‘take’ on Integrated FundraisingA personal interpretation from Alison and Mike
2) Integration – up, down and acrossWhat’s the value of being integrated and what are the basics?
3) Evidence – Put It All TogetherWhat does integration look like in the real world?
Today’s Agenda
. Page 6
Our ‘take’ on Integrated Fundraising
. Page 7
• It leads to more diverse audiences
• More effective education and cultivation
• Broader PR
• More comprehensive reach
• More seamless donor experience
• And… fundamentally, raising more money!
Allison: What’s Integrated Marketing mean to me
. Page 8
• It gets more attention in a busy environment
• Donors are already integrated consumer – why not in their philanthropic consumerism?
• It can give a more complete picture of who you are as an organization
Mike: What’s Integrated Marketing mean to me
. Page 9
Integration – a definition
. Page 10
Integration
• Definition:
• Integrate:1) Make into a whole, complete, 2) bring together (parts) into a whole.
. Page 11
Integration
• “ The whole is greater than the sum of the parts”
• A planned marketing mix is more effective than a random selection of distribution channels
• The “Halo” effect
. Page 12
Integration – ‘up, down, and across’
. Page 13
Integrationneeds to take place in more than one direction
• Horizontally – Theme, message & style
• Vertically• Acquisition
• Donor Development
• Renewal
In a chronological customer contact flow
. Page 14
The three tactical levers in integrated fundraising
• Acquisition
• Donor Development
• Renewal
. Page 15
Horizontal & vertical integration
TV DM Phone Acquisition Internet F2F Radio
1. Donor Acquired
Welcome DM
Email update
2. Donor development and 3. donor renewal
DM Newsletter
Phone upgrade call
. Page 17
Principals of integration
• Understand the donor/prospect • Research & observation
• Communicate • Relevant consistent messages,
• through the right media
• Sequence your approach
• Plan, test, analyse and revise
. Page 18
Integration in direct marketing fundraising• Synchronise media to deploy a cohesive, personalised,
sustained message rather than a fragmented scattergun approach
• Personalise your appeal to the needs of the donor prospect over multiple media and recruitment channels to work together for maximum effect
. Page 19
Integration for maximum effect
• Increase No of qualified enquiries
• Improve fulfilment (conversion) rate
• Improve media /return on investment
• Improve donor satisfaction and lifetime value
• Improve the “Appeal” of your cause
. Page 20
Integration to Grow Your Pyramid
Prospects
One-off
Pledge
Major
Wills
One-off
Prospect
PledgeMajor
Wills
. Page 21
• The cultivation survey:
• Sent to 57,400 donors
• 3 key segments: Monthly, Active & Lapsed
• 5,530 responses (response rate of 11%)
• Raised $17,574 – a bonus!
• Reactivated 30 donors
• Found 85 expectances and 292 legacy leads
• 143 middle and major donor leads!
• Key: shared budgeting!
Integration for the Whole Pyramid
. Page 22
Cross departmental sharing, learning and lead generation…
. Page 23
1. Collect personal preferences of donors for targeted marketing appeals
2. Collect demographic data for marketing purposes – and connect it automatically to the database!
3. Build a deeper relationship with donors – give them a platform to be heard
4. Uncover leads for other forms of giving – including legacies, middle gifts, and major donor gifts
The goals of the survey
. Page 24
Country Planned Gifts revealed
Planned Giving or Major Gift leads
Canada 22 232
United States 52 164
Mexico 9 1,043
Netherlands 196 345
Australia 147 600
New Zealand 92 244
Online and Planned Gifts
. Page 25
Phone and Planned Gifts
. Page 26
Our Current Reality
. Page 27
1) Nonprofit offline donors are aging
2) Donor files and acquisition list sources are shrinking
3) Donor Fatigue is evident
4) Revenues are flat and – in many cases – are falling
5) Direct mail costs are increasing/ fundraising margins are shrinking
6) Online – when kept in a silo - underperforms
Nonprofits need younger more valuable donors
More personal relationships with loyal donors
Investment in a multi-channel approach
Nonprofits need to work better together
Current Reality
. Page 28
Silos can lead to fundraising deficiencies…
Year Acquired Number Acquired Gave in Year 22006 99 32.30%2007 1736 24.20%2008 3194 19.30%2009 2913 26.40%2010 76562011 7570
25.5% average retention rate
. Page 29 29
DM/TM/
Site/Web
DM/TM/Site
DM/Site DM/TM DM/Web/Site
DM/TM/Web
DM/Web DM Only$0
$20
$40
$60
$80
$100
$120
73%74%75%76%77%78%79%80%81%
Income/Member Average Gift Retention
The Case for Multi-Channel Giving
. Page 30 30
Diversifying and optimizing all available outreach channels is important—especially during challenging economic times
FY10 is incomplete
Avalon’s analysis shows that donors don’t always stick to the channel they joined with—but migrate to different channels.
This graph shows how “web joins” for one client actually gave more through mail and phone in subsequent gifts.
Subsequent income by channel for website joins
. Page 31
The Donor Media Mix
. Page 32
IntegrationThe Market Reality and The
Value
. Page 33
Canadian Generational Giving
Boomers
Civics
Gen X
Gen Y55% Give2.7M donors$325 yr/avg3.5 charities$.8 B/yr
61% Give4.2M donors$549 yr/avg4.1 charities$2.3 B/yr
66% Give5.7M donors$725 yr/avg4.9 charities$4.1 B/yr
73% Give3.2M donors$833 yr/avg5.3 charities$2.6 B/yr
. Page 34
Donations plans to top charity next year
Future Giving
. Page 35
More on Gen Y
Mobile Habits
49% Mobile ONLY phone
32% Mobile primary
42% Facebook Mobile app
53% Texters
Defining Values Time to give backWhat’s in it for me?Online connection
Social Media Habits (% doing regularly)
70% 49% 25% 16%Value• Size
• Lifetime value
• Lower cost appeals
• Active supporters/promoters
BUT
• Require multichannel appeals
• Tracking difficult
. Page 36
More on Gen XDefining Values Peer-motivatedSupport random, emotionalTime vs. moneyOnline connection
Value• Size of gifts to top charities
• Lifetime value
• Lower-cost appeals
• More than dollars
• Viral promoters
• Most Educated, Higher Income
BUT
• Harder to secure
Social Media Habits (% doing regularly)
56% 30% 13% 11% 11%
Mobile Habits28% Mobile ONLY phone
37% Mobile is primary
27% Facebook mobile app
40% Texters
. Page 37
More on Boomers
Defining Values Giving more plannedEfficiency/overhead concerns2-in-10 retired
Value• Largest cohort
• Size and dollars
• Income
Tech/Media Profile29% Facebook (reg)
(60% Total)
17% Texters
47% E-newsletters
55% Bank online
33% Shop online
. Page 38
More on MaturesDefining Values Pre-meditated giving LoyalBut guardedScrutiny
Value• Largest annual contributions
• Greater # of groups
• Tracking/Direct mail responsive
BUT
• Smallest cohort and shrinking
• Less open to new appeals
Tech/Media Profile17% Facebook (reg)
(50% Total)
5% Texters
48% E-newsletters
57% Bank online
34% Shop online
. Page 39
And then there is Gen Z…
• Do you have an integrated plan for supporters under 15?
. Page 40
Increasingly Multi-Channel Behavior
% Who Agree, Appropriate Solicitation Channel
GEN Y GEN X BOOMER MATURE
MAIL 71% 71% 75% 64%
EMAIL 67% 60% 51% 40%
SOCIAL MEDIA 59% 30% 15% 13%
PHONE 38% 38% 39% 35%
TEXT 23% 14% 9% 9%
Source: Next Generation of Canadian Giving, Convio, hjc, Stratcom 2010
. Page 41
Evidence – Put It All Together
What does integration look like in the real world?
. Page 42
The House of Glass: An Integrated Case Study
. Page 43
Proving Integration Makes a Difference in Fundraising
• Radio 3FM - Public broadcast
• 1 week (Xmas week)
• House of glass on a public square in Utrecht
• 3 radio DJs
• 24 hours life radio for 5 day's
• No food
. Page 44
Marketing Tools
• Radio announcement
• TV commercials
• TV news coverage
• Newspaper articles
• Text bar on the TV screen
• Internet
• Word of mouth
. Page 45
Fundraising Tools
• How to make a song request and pay
1. Internet - www.3fm.nl
2. Telephone – 0909-1336
3. Postcard with bank authorisation
• Not related to the song request
4. Auction
5. SMS
6. Cash donations
7. Company of the day
. Page 46
Channel Team Work!
40
1030
20
Donations
OnlineSMSTelephoneWalk Up
. Page 47
The Halo Effect!
Year 1 Year 2 Year 30
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
220,000 240,000
915,000
Donations
Donations
. Page 48 Daryl Upsall Consulting International SL
. Page 49 Daryl Upsall Consulting International SL
. Page 50
CASE STUDY: Farm SanctuaryMulti-Channel Year-End Appeal
The Problem: Farm Sanctuary wanted to increase the number of animals it would save in the upcoming year, which meant getting donors on board to generate the additional funding needed.
The Response: Farm Sanctuary’s year end appeal Campaign Strategy allowed Farm Sanctuary to alert members, raise money, and secure a matching gift challenge with a year-end deadline.
The Campaign: Avalon worked with Farm Sanctuary to implement a multi-channel campaign that included:
• Multiple E-Fundraising emails• Direct mail • Online
The Results: The multi-channel, multi-phase approach hit the mark as we hoped. The final email effort generated 37% of the total email revenue in just 24 hours! Overall, the campaign produced a 17% higher response rate and 42% more net revenue than the previous year-end effort.
. Page 51
December 16th December 22nd December 30th
E-AppealE-Appeal resend to non-responders
Year-End Direct Mail
CASE STUDY: Farm Sanctuary Components of a Multi-Channel Campaign
December 16th
Last chance E-Appeal
. Page 52
CASE STUDY: Farm SanctuaryE-Fundraising Emails
E-Fundraising Emails
Three fundraising emails were sent to the full Farm Sanctuary email list.
While respondents to the first email were suppressed from the second email, we added them back into the third email effort.
The third email effort was dropped the day before the December 31 matching gift deadline and included a compelling video clip from Farm Sanctuary’s President and Co-Founder, Gene Baur.
As a result, we were able to encourage Farm Sanctuary’s best donors to make an additional gift to the campaign - taking advantage of both the tax deductibility and matching gift.
. Page 53
CASE STUDY: Farm Sanctuary Direct Mail
Avalon worked with Farm Sanctuary to time the direct mail appeal and the first email appeal to arrive at the same time.
Avalon’s year end strategy was three-fold: increase contact frequency, maximize multi-channel communications, and emphasize urgency.
Farm Sanctuary was able to secure a matching gift challenge with a year-end deadline, which we were able to leverage for added urgency.
. Page 54
Results and Learnings
Efforts Qty Gifts Gross Revenue RR AG
FY10 DM 1 52531 2553 $ 163,887.00 4.86% $ 64.19
FY10 Online 3 158120 1850 $ 162,468.00 1.17% $ 85.63
TOTAL FY10 210651 4403 $ 326,355.00 2.09% $ 74.12
FY09 DM 1 61893 2092 $ 108,790.00 3.38% $ 52.00
FY09 Online 1 39200 294 $ 40,354.00 0.75% $ 137.26
TOTAL FY09 101093 2386 $ 149,144.00 2.36% $ 62.51
. Page 55
• Brand is perceived as authentic
• No integrated fundraising execution
A Public Broadcaster
. Page 56
• 2nd gift conversion dropped from 83% to 30%
• Net loss of donors since 2005.
• LTV of donors decreasing significantly since 2001
• Magazine, which was the primary stewardship vehicle, stopped in 2007.
• Share of voice, i.e.number of times donors hear from TVO in a year, has decreased.
Things needed to be improved
. Page 57
How Do They Do It?Team Optimization
Multi Channel Integration
Culture Committed to Service
. Page 58
• Senior management support
• Cross departmental cooperation
• Create an integrated plan and stick to it
It would take an integrated solution…
. Page 59
Online and offline integration
. Page 60
Online and offline integration
. Page 61
Launched Impact Report for Donor Loyalty
. Page 62
• Promoted online and through web
• Donor direct mail piece
• Householder
• Brochure in Impact Report
• Focused direct response TV advertisements
• Streamlined online fundraising
• Launched new microsite with focused campaign feel
• Built email list through “pledge sign-up”
• Ran focused e-mail conversion strategy
• End of year e-mail appeals
Launched Symbolic Giving
. Page 63
Launched Symbolic Giving
. Page 64
• Highlighted 40th anniversary
• Telemarketing
• Integrated Telemarketing with DM strategy
• Follow-up post direct mail appeal
• In-bound support
• Brought in industry-leading call centre to handle inbound fundraising calls outside of regular hours (weekends/holidays etc.)
• Introduced integrated (mail, phone, online) renewal strategy
Launched cultivation mailings
. Page 65
• Cost to Acquire a DRTV Donor increasing
• Small List Universe for DM Acquisition• Response Rates Dropping
• Online showing growth over past years
• Limited Phone
• Strong Conversion to Monthly from DM
Reality
. Page 66
Results – 2010 and 2011
. Page 67
Holiday 2011 Campaign
The campaign featured a landing page, which displayed “messages of hope”, left by constituents when they were making donations.
The landing page also featured a video with a brief explanation of what the BC Cancer Foundation is, a campaign thermometer and a promotion of the ability to send eCards.
. Page 68
Holiday 2011 Campaign
The campaign was active for about three weeks, ending on December 31, 2011. It included:
1. Google AdWords Search Network (Paid Account)
2. Google AdWords Display Network
3. Google AdWords Search Network (Google Grant Account)
4. Email
. Page 69
. Page 70
Wrap Up
. Page 71
Wrap UpQuestions, thoughts or reflections…
. Page 72
Results and Learnings
Overall Revenue: 1,272 gifts, $275,003, $216.20 average gift
1. Big Breakthrough #1: Google Search, Adwords - $2,500 spent with a return of $58,000.
2. Big Breakthrough #2: Larger Gift array led to larger gifts
3. Big Breakthrough #3: More emails, with personalization and e-cards, led to more money online
. Page 73
CASE STUDY: League of Women Voters Multi-Channel Urgentgram Appeal
The Problem: The League was under attack by a bogus organization.
The Response: The League’s September/October 2009 Emergency Urgentgram Campaign allowed the League to alert members, raise money, and highlight the League’s position on health care during the nation’s health care debate.
The Campaign: Avalon worked with the League to implement a multi-channel campaign that included:
• Multiple E-Fundraising emails• E-Engagement email• Telemarketing• Direct mail • Online and social networking strategy
The Results: The Emergency E-Appeals were by far the most successful the League had ever seen, raising more than double the online fundraising budget for the entire fiscal year from just one campaign! The unbudgeted direct mail effort brought in significant additional income on top of their traditional mail schedule.
. Page 74
Day 1 Day 2 Day 10Day 6 Day 12 Day 14
E-AppealE-Appeal resend to non-responders
E-Newsletter E=Engagement piece
TM
Appeal Telemarketing
Urgentgram Mail
Web
Homepage Social networksPress release
Follow-up E-Engagement piece
CASE STUDY: League of Women Voters Components of a Multi-Channel Campaign
. Page 75
CASE STUDY: League of Women Voters E-Fundraising and E-Engagement
EmailsE-Fundraising Emails
Two fundraising emails were sent to the full League email list
Second E-Fundraising email was sent to non-responders; used preview pane language to convey urgency
Landing page matched look and feel of emails
E-Engagement Emails
Regularly scheduled E-Newsletter sent in addition to two E-Engagement emails
E-Engagement emails highlighted ways for citizens to get involved as well as a League PSA, which was funded by revenue raised from the E-Fundraising emails
E-Engagement emails boosted fundraising by including soft asks
. Page 76
CASE STUDY: League of Women Voters Telemarketing
The League was already on the phones with sustainer, reinstatement, and appeal telemarketing campaigns.
Avalon worked to change copy in each of the three scripts to reach as many people as possible.
Changes were made to scripts within days of the issue first arising; message matched online communications.
Donors responded very generously on the phones to this tangible threat; health care – an issue dominating the news also resonated with donors.
. Page 77
CASE STUDY: League of Women Voters Direct Mail
Avalon worked with the League to get an unbudgeted direct mail appeal out the door within two weeks.
A simple format and very strong teaser conveyed urgency.
. Page 78
CASE STUDY: League of Women Voters Website and Social Networking
Messaging was also coordinated on the League’s website and through their social networking profiles.
Homepage included a fundraising ask, which provided extra collateral income.
Facebook status alerted fans to the situation, sparking a discussion online, and driving traffic to the League’s website.
. Page 79
Results and Learnings
Efforts Qty Gifts Gross Revenue RR AG
Standard e-Appeal 2 28884 55 $ 2,275 0.19% $ 42.13
LAV e-Appeal 4 242,489 1915 $ 102,910 0.89% $ 53.35
. Page 80
Wrap UpQuestions, thoughts or reflections…
. Page 81
http://www.surveymonkey.com/s/KX8MM6J
Remember to fill out the online survey to win FREE
consulting session!
Top Related