Multichannel Donor Marketing

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  • Humans are multichannel, and they want to be treated with a holistic approach
  • And now, 20 years later, there are more channel options than ever before
  • • Amnesty uses advocacy to educate supporters and effect change – push US government, UN and international bodies to respect human rights. The funds we raise are used to assist with that advocacy.• During the Egyptian protests, Libyan protests, and those in Tunisia, Yemen, Algeria, Bahrain, etc, AI has mobilized supporters to demand the right to peaceful protest, freedom of speech, right not to be tortured/unlawfully detained, etc (and continues to do so)• To accomplish this, we used multiple channels• (Area graph shows: stacked, not static #s; only MENA information; jan 25-feb 28)Graph highlights:• During this time, peaceful protesters across the Middle East and North Africa were making history (and still are)! At the same time, some were shot, tortured, harassed, violently dispersed using tear gas, water and rubber bullets, and otherwise thwarted by the state• Amnesty has had teams on the ground in multiple countries, documenting human rights abuses and informing action• emails were our largest driver but part of a multichannel effort• huge spikes in activity when AI staff and other human rights observers were arrested, and again when Libyan action was launched (UN)• up to 9 tweets per day, 4 press releases and facebook posts a day, 3 blog entries – on this issue alone
  • Direct mail response was softer than anticipated; didn’t make it in the mail until just a few days before Mubarak stepped down; wasn’t able to respond to changing conditions on the ground as quickly as we were via digital channels and the phone
  • Tailoring message example: Cross-channel marketing doesn’t mean sending the same ask out to each communication vehicle Orgs still need to tailor the ask to be channel-appropriate In our experience, fundraising asks typically haven’t performed all that well on social media So with the human rights crisis in the Middle East, for instance, we pushed related actions on Facebook and Twitter to promote list acquisition instead of heavily promoting fundraising asks We also will only typically promote actions to our mobile list if there’s an urgent, related call-in action
  • Example: We know that social media like Facebook and Twitter are big drivers of word-of-mouth and traffic (they are both in our top 10 referring domains), but we don’t see many gifts sourced to them relative to other channelsWe suspect that our donors engage with us via social media, but we as of yet don’t have the tools to monitor this We also can’t tell to what extent our donors and email subscribers are also engaged with us through social media channels
  • Like many other organizations, we have struggled ever since the advent of our online program with how to improve integration between our online and offline programs


  • 1. Multichannel Donor Marketing: No More Talk, Let's Make It Happen <11NTCmulti>
    Jeff Regen, M+R
    Milo Sybrant, Amnesty Intl
  • 2. Agenda
    The problem
    2011 and the multichannel opportunity
    Egypt: A multichannel case study
    Breaking down the barriers and making it happen
  • 3. The problem Part 1: Anyone seen this before?
    It’s my name
    It’s my list
  • 4. The Problem Part 2
    What year is your nonprofit structured for?
  • 5. 1991?
    (no DRTV)
  • 6. Or 2011?
  • 7. The Problem Part 3: Other big trends
    Nonprofit offline donors are aging
    Donor files are shrinking
    Retention is falling (and online low already)
    Direct mail costs are increasing / fundraising margins are shrinking
     Nonprofits need (younger) more valuable donors
  • 8. A multichannel approach can create “golden multichannel donors”
    • Age falls between online and offline donors
    • 9. Income about the same as online
    How about revenue and retention?
  • 10. Multichannel donor revenue* looks great…
    * Target Analytics Internet donorCentrics data
  • 11. …and retention does, too!*
    * Target Analytics Internet donorCentrics data
  • 12. Building sustainer files is all about multichannel
    DRTV  Web and phone
    Face-to-face  Follow-up online and offline
    Mail donors converted via telemarketing
    Online / telemarketing / (limited mail)  Great, largely untapped and lowest startup costs
  • 13. Multichannel with mobile works, too: 25% boost in response rate
  • 14. Making multichannel work
    Integrated campaigns
    Multichannel conversion series
    Acquisition, renewals, appeals, etc.
    Leverage your online and offline data
    Targeting activists for telemarketing
    Which mail to send to online donors
    Timely upgrades
  • 15. How to get there: Moving toward integration
    “Coordinating group”
    Sometimes coordinated; other times conflicting
    Limited use
    Coordinated; multi-directional
    Generally consistent voices
    Limited customization
     $$
    Common + shared metrics
    Fully incorporated
    Coordinated; multi-directional conversation
    Consistent voices when desirable
    Yes; based on constituent behavior
     $$$
    Org structure
    Goals / strategies
    Multichannel data
    Communications across types / channels
    Supporter focus
    (and result)
    Disparate (sometimes conflicting)
    Not available
    Uncoordinated; one-way
    Inconsistent voices
    No customization; often org-centric
     $
  • 16. Levels of integration: Welcome series example
    DM donors receive DM asks, appeals
    Online supporters receive online $$ asks, appeals OR advocacy / engagement
    Offline donors—give emails; sent to url to donate
    Online supporters receive advocacy / engagement + $$ asks, appeals
    Online donors put into DM / TM streams
    Offline donors—optimized to give emails; sent to customized urls
    TM—Entered directly into online form
    Online supporters receive integrated advocacy / engagement / $$ asks based on name source + behavior
    Targeted online supporters rapidly put into customized TM and DM streams
  • 17. Middle East & North Africa:
    Amnesty International’s Response to to the Unfolding Human Rights Crisis
  • 18.
  • 19.
  • 20. Successes
    60% higher pledge rate than projected in our telemarketing efforts
    Saw 50% credit card rate
    Exceeded February’s online income projections by more than 60%
    Blog traffic was our second highest to date, with 60,000+ page views
    Facebook likes increased by nearly 100,000
    # of Twitter followers grew by 40%
  • 21. What was working in our favor?
    Success driven in large part by the fact that this issue was headline news that sustained public interest for several weeks
    Issue’s visibility & overriding urgency made internal decision to promote issue across channels a no-brainer
    No need for prolonged deliberation
    Ability to marshal coordinated response involving key parts of organization positioned us for success
  • 22. Questions/Challenges
    Three categories of challenges:
    Data integration
    Organization Structure/Culture
  • 23. Questions/Challenges: Tactical
    How to best tailor ask to appropriate channel?
    Play to each channel’s strengths in developing treatment strategy:
    Fundraising and social networks still evolving
    Focus instead on word-of-mouth
    Supporters derive intrinsic benefits from spreading the word about good causes to their networks for friends and family
    Mobile & urgent call-in actions
  • 24. Questions/Challenges: Data Integration
    For multi-channel donors, how do we know which channel is driving response?
    If donors are not responding to a given channel, does that mean it’s “not working?”
    Some channels easier to monitor than others
    How do we optimize the performance of multi-channel efforts when the solicitation channel and transaction channel may be different?
  • 25. Questions/Challenges: Structural/Cultural
    Institutionalizing multi-channel marketing: How do we take multi-channel outreach from pilot to program?
    How do we make cross-departmental coordination more efficient?
  • 26. Organizational structures
    1. Siloed
    2. Online, other coordinating teams
    3. Centralized,
  • 27. Organizational structure
  • 28. Aligned goals and strategies
    Organizational goals
    • E.g., Grow list
    Campaign goals / strategies:
    • Devo; Comms; Website/email; Gov’t Affairs; etc.
    • Collaborate on building them
    • 29. Common goal of overall bottom line
    • 30. Incentives (e.g., share costs for database, ad campaigns)
    • 31. Single acquisition / investment budget?
    • Shared ROI, other metrics
  • Aligning Goals
     Inside External Affairs:
    Annual budget
    Joint operational & 5-year fundraising plans
    Example: Channel Strategy
    Inside AIUSA:Cross-functional teams
    Priority Campaigns
    Crisis Response Teams
    Strategic Planning / Priority setting
    International Movement:
    “One Amnesty”
    International Fundraising Management Team
    Art for Amnesty
  • 32. Culture
    Leadership and culture
    • “What’s best for our organization” / highest ROI
    • 33. Share credit!
    • 34. Integration / collaboration as key to excellence
    • 35. Flexibility and innovation
    Trust-building measures
    • Start small, easy wins
    • 36. E.g., DM drives people online; online
    shares credit for website revenue with DM
  • 37. Culture
    External Affairs: Strong ethic of teamwork, focus on department goals above individual unit goals.
    DR and New Media: share audience, coordinate messaging.
    DR and PG: share audience, marketing efforts target DR donors
    DR and MG: Gift officers cultivate high$$ DR prospects.
    PG and MG: gift officers identify PG prospects
    Entertainment Relations: credited for messaging from celebs, supports PG and MG cultivation events
  • 38. Processes and systems
    • Weekly Dev / Comms / Program meetings
    • 39. Regular fundraising integration meetings
    • 40. Actively participating in other teams meetings
    Data integration
    Information sharing
    Pooled resources?
    • Success story to press release, website, enewsletter, magazine, major donor newsletter…
  • Processes and Systems
    Development units meet monthly
    External Affairs unit managers meet weekly
    Campaign & crisis teams meet weekly or daily
    Leadership Team meets every 6-8 weeks
    Data Integration: (PIDI / Sphere)
    Financial data integrated daily
    Other data updated weekly
    Plan to transfer non-$$ activity from Sphere to PIDI
  • 41. Session Evaluation
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