Your SlideShare is downloading. ×
0
Best Practices inPhilanthropic Communications<br />Lipman Hearne | Development Dialogues <br />Sara Stern<br />August 4, 2...
Why campaign?<br />Brand basics <br />Linking the campaign brand with the institutional brand<br />Getting started<br />Ma...
Why campaign?<br />
Giving makesyou stronger<br />4<br />Lipman Hearne | Development Dialogues<br />
The job of the campaign<br /><ul><li>Build understanding and connection
Create excitement about your institution
Create a timeframe and sense of urgency
Build capacity
Focus fundraising on specific, high‐priority objectives
Launch new initiatives (and/or construct new facilities)
(Or, define your present activities in compelling ways)</li></ul>5<br />Lipman Hearne | Development Dialogues<br />
The job of the campaign<br /><ul><li>…and, oh yeah, raise money</li></ul>6<br />Lipman Hearne | Development Dialogues<br />
Are campaigns still relevant?<br />Mid-2008 through early 2010<br /><ul><li>Campaign activity went underground
Planning continued to move forward</li></ul>36 American universities in public $1B+ campaigns<br /><ul><li>Majority public...
$1.25B+ raised in Q2 2010</li></ul>Donor confidence stabilizing<br />Institutional need still present—particularly in rega...
Understanding<br />For universities, alumni views often “stuck in amber”<br /><ul><li>Haven’t really absorbed the evolutio...
Ultimately, the campaign helps organize and promulgate institutional vision—and future impact.<br />
<ul><li>Campaign offers singular opportunity to reach out to alumni/ae, grateful patients, friends, and prospects
Goes beyond “business as usual”
Focuses energy, highlights potential
Acts as a rallying cry for the converts
Presents a “reason to believe” to the disaffected</li></ul>Excitement<br />10<br />Lipman Hearne | Development Dialogues<b...
Brand basics<br />
Brands exist in the mind<br />12<br />Lipman Hearne | Development Dialogues<br />
13<br />Key brand inputs<br />ExternalPerceptions<br />InternalPerceptions<br />Core Institutional Vision<br />BRAND<br />...
But a great brand lives in the mind and captures the heart<br />14<br />Lipman Hearne | Development Dialogues<br />
15<br />Published by CASE in March 2010<br />Lipman Hearne | Development Dialogues<br />
16<br />A brand is not…<br /><ul><li>…a logo
…a tagline
…an ad
…a viewbook
…an uncontrollable Presidential impulse</li></ul>Lipman Hearne | Development Dialogues<br />
The famous swoosh<br />17<br />Lipman Hearne | Development Dialogues<br />
“Just Do It”...personified<br />18<br />Lipman Hearne | Development Dialogues<br />
“Just Do It”…amplified<br />19<br />Lipman Hearne | Development Dialogues<br />
“Just Do It”…taken much too far<br />20<br />Lipman Hearne | Development Dialogues<br />
Basic definition<br />21<br />Brand is the promise of an experience.<br />Lipman Hearne | Development Dialogues<br />
Beyond the basics <br />22<br />Every strong brand is a hero in someone’s narrative <br /><ul><li>Volvo protects my family.
Red Cross helps me in a disaster.
Disneyland is fun for all.  </li></ul>How is your brand a hero? <br /><ul><li>In whose narrative?
What impact do you have on the lives of audience? Faculty/Physicians? Staff? Alumni? Patients? Donors?
What is different about your offer?</li></ul>How does your brand become a valued “badge” of affiliation?<br />Lipman Hearn...
Brands in higher ed<br />23<br />A compilation of factors<br /><ul><li>Personal experience (as student)
 For alumni, brand “stuck in amber”
Leader as symbol of character, quality
History—age, size, endowment
“Consumer” experience: athletic teams, performances, physical presence, alumni interaction, etc.
Third-party endorsements: rankings, testimonials
Community visibility, engagement
Media presence—earned and advertising
Branded collateral—licensed goods</li></ul>Lipman Hearne | Development Dialogues<br />
Brands in healthcare<br />24<br />A compilation of factors<br /><ul><li>Personal experience (as patient or parent)
Leader as symbol of character, quality
Research breakthroughs
History of firsts, bests, and “onlies”
Customer experience: ease of appointments, wait time, nursing, and way-finding
Physical environment, built for healing?
Third-party endorsements: rankings, testimonials
Community visibility, engagement
Media presence—earned and advertising</li></ul>Lipman Hearne | Development Dialogues<br />
Positioning<br />25<br />Successful brand positioning…<br /><ul><li>Differentiates in terms that matter
Speaks to diverse constituents
Clarifies value proposition
Casts institution in heroic role
Creates brand ambassadors
Upcoming SlideShare
Loading in...5
×

Lhi webinar best prac phil comm

1,353

Published on

Published in: Education, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,353
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
12
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  •  
  • Transcript of "Lhi webinar best prac phil comm"

    1. 1. Best Practices inPhilanthropic Communications<br />Lipman Hearne | Development Dialogues <br />Sara Stern<br />August 4, 2011<br />
    2. 2. Why campaign?<br />Brand basics <br />Linking the campaign brand with the institutional brand<br />Getting started<br />Making the case—connecting with donor interests<br />Process & channels<br />10 creative principles<br />Case study & examples<br />2<br />Lipman Hearne | Development Dialogues<br />Today’s<br />Agenda<br />
    3. 3. Why campaign?<br />
    4. 4. Giving makesyou stronger<br />4<br />Lipman Hearne | Development Dialogues<br />
    5. 5. The job of the campaign<br /><ul><li>Build understanding and connection
    6. 6. Create excitement about your institution
    7. 7. Create a timeframe and sense of urgency
    8. 8. Build capacity
    9. 9. Focus fundraising on specific, high‐priority objectives
    10. 10. Launch new initiatives (and/or construct new facilities)
    11. 11. (Or, define your present activities in compelling ways)</li></ul>5<br />Lipman Hearne | Development Dialogues<br />
    12. 12. The job of the campaign<br /><ul><li>…and, oh yeah, raise money</li></ul>6<br />Lipman Hearne | Development Dialogues<br />
    13. 13. Are campaigns still relevant?<br />Mid-2008 through early 2010<br /><ul><li>Campaign activity went underground
    14. 14. Planning continued to move forward</li></ul>36 American universities in public $1B+ campaigns<br /><ul><li>Majority public institutions
    15. 15. $1.25B+ raised in Q2 2010</li></ul>Donor confidence stabilizing<br />Institutional need still present—particularly in regard to public institutions in challenged states<br />7<br />Lipman Hearne | Development Dialogues<br />
    16. 16. Understanding<br />For universities, alumni views often “stuck in amber”<br /><ul><li>Haven’t really absorbed the evolution of the institution since their graduation</li></ul>Annual donors and prospects frequently focused on specific projects rather than institutional scope, potential<br />Faculty or program staff prone to seeing unit rather than institutional interests<br />8<br />Lipman Hearne | Development Dialogues<br />
    17. 17. Ultimately, the campaign helps organize and promulgate institutional vision—and future impact.<br />
    18. 18. <ul><li>Campaign offers singular opportunity to reach out to alumni/ae, grateful patients, friends, and prospects
    19. 19. Goes beyond “business as usual”
    20. 20. Focuses energy, highlights potential
    21. 21. Acts as a rallying cry for the converts
    22. 22. Presents a “reason to believe” to the disaffected</li></ul>Excitement<br />10<br />Lipman Hearne | Development Dialogues<br />
    23. 23. Brand basics<br />
    24. 24. Brands exist in the mind<br />12<br />Lipman Hearne | Development Dialogues<br />
    25. 25. 13<br />Key brand inputs<br />ExternalPerceptions<br />InternalPerceptions<br />Core Institutional Vision<br />BRAND<br />Competitive Analysis<br />Reasons to Believe<br />Lipman Hearne | Development Dialogues<br />
    26. 26. But a great brand lives in the mind and captures the heart<br />14<br />Lipman Hearne | Development Dialogues<br />
    27. 27. 15<br />Published by CASE in March 2010<br />Lipman Hearne | Development Dialogues<br />
    28. 28. 16<br />A brand is not…<br /><ul><li>…a logo
    29. 29. …a tagline
    30. 30. …an ad
    31. 31. …a viewbook
    32. 32. …an uncontrollable Presidential impulse</li></ul>Lipman Hearne | Development Dialogues<br />
    33. 33. The famous swoosh<br />17<br />Lipman Hearne | Development Dialogues<br />
    34. 34. “Just Do It”...personified<br />18<br />Lipman Hearne | Development Dialogues<br />
    35. 35. “Just Do It”…amplified<br />19<br />Lipman Hearne | Development Dialogues<br />
    36. 36. “Just Do It”…taken much too far<br />20<br />Lipman Hearne | Development Dialogues<br />
    37. 37. Basic definition<br />21<br />Brand is the promise of an experience.<br />Lipman Hearne | Development Dialogues<br />
    38. 38. Beyond the basics <br />22<br />Every strong brand is a hero in someone’s narrative <br /><ul><li>Volvo protects my family.
    39. 39. Red Cross helps me in a disaster.
    40. 40. Disneyland is fun for all. </li></ul>How is your brand a hero? <br /><ul><li>In whose narrative?
    41. 41. What impact do you have on the lives of audience? Faculty/Physicians? Staff? Alumni? Patients? Donors?
    42. 42. What is different about your offer?</li></ul>How does your brand become a valued “badge” of affiliation?<br />Lipman Hearne | Development Dialogues<br />
    43. 43. Brands in higher ed<br />23<br />A compilation of factors<br /><ul><li>Personal experience (as student)
    44. 44. For alumni, brand “stuck in amber”
    45. 45. Leader as symbol of character, quality
    46. 46. History—age, size, endowment
    47. 47. “Consumer” experience: athletic teams, performances, physical presence, alumni interaction, etc.
    48. 48. Third-party endorsements: rankings, testimonials
    49. 49. Community visibility, engagement
    50. 50. Media presence—earned and advertising
    51. 51. Branded collateral—licensed goods</li></ul>Lipman Hearne | Development Dialogues<br />
    52. 52. Brands in healthcare<br />24<br />A compilation of factors<br /><ul><li>Personal experience (as patient or parent)
    53. 53. Leader as symbol of character, quality
    54. 54. Research breakthroughs
    55. 55. History of firsts, bests, and “onlies”
    56. 56. Customer experience: ease of appointments, wait time, nursing, and way-finding
    57. 57. Physical environment, built for healing?
    58. 58. Third-party endorsements: rankings, testimonials
    59. 59. Community visibility, engagement
    60. 60. Media presence—earned and advertising</li></ul>Lipman Hearne | Development Dialogues<br />
    61. 61. Positioning<br />25<br />Successful brand positioning…<br /><ul><li>Differentiates in terms that matter
    62. 62. Speaks to diverse constituents
    63. 63. Clarifies value proposition
    64. 64. Casts institution in heroic role
    65. 65. Creates brand ambassadors
    66. 66. Provides stakeholders a reason to strengthen affiliation</li></ul>Most important: It makes a promise that you can keep<br />Lipman Hearne | Development Dialogues<br />
    67. 67. “Don’t let your mouth write no checks your a** can’t cash.”  <br />—Bo Diddley<br />26<br />Bo knows…<br />Lipman Hearne | Development Dialogues<br />
    68. 68. 27<br />Lipman Hearne | Development Dialogs<br />Payoff<br />The reward that our stakeholdersderive from affiliation<br />Pledge<br />The sustaining beliefs and values that motivate us<br />Personality<br />The face we show the world<br />BIG IDEA<br />The essence of the brand<br />Lipman Hearne<br />Proof<br />The verifiable assets and attributes that enable us to claim that positioning<br />BrandPlatform<br />Competitive Positioning<br />A clear understanding of where we stand relative to other organizations and to our audience’s knowledge and expectations<br />Competitive Positioning<br />The fundamental focus of the organization<br />
    69. 69. Linking the campaign brandto the institutional brand<br />
    70. 70. Campaign character<br />29<br />Clear understanding of stakeholder e.q.<br /><ul><li>Innovative vs. sentimental
    71. 71. Giving back vs. giving forward
    72. 72. Institutional vs. personal
    73. 73. Emotional vs. logical
    74. 74. Hot vs. cool</li></ul>Campaign linked to goals and vision<br /><ul><li>Brand rewards/personality linked to institutional character</li></ul>Scalability and sustainability<br />Lipman Hearne | Development Dialogues<br />
    75. 75. Campaign brand<br />30<br />The campaign exists to make the organization better<br /><ul><li>Campaign identity must link/synchronize with institutional identity
    76. 76. Campaign goals must advance institutional strategic plan</li></ul>The campaign, though, is not the institution<br /><ul><li>Campaign: special time, special opportunity</li></ul>Campaign identity must start to link institutional goals with donor interests<br />Lipman Hearne | Development Dialogues<br />
    77. 77. Getting started<br />
    78. 78. Getting started<br />32<br />Work with fundraising counsel<br /><ul><li>Review feasibility study
    79. 79. Pay particular attention to donor/prospect positioning and messaging issues</li></ul>Work with institutional leadership<br /><ul><li>What are the campaign goals?
    80. 80. Why these goals?
    81. 81. How will achievement of these goals enable the institution to fulfill its mission?
    82. 82. How will the institution be transformed by a successful campaign?</li></ul>Lipman Hearne | Development Dialogues<br />
    83. 83. Getting started…<br />33<br />Establish context<br /><ul><li>What have others done?
    84. 84. What are competitors doing?
    85. 85. What did you do last time?</li></ul>Lipman Hearne | Development Dialogues<br />
    86. 86. Making the case—connecting with donor interests<br />
    87. 87. Making the case<br />35<br />Why this institution?<br /><ul><li>What hold do we have on donor’s hearts and minds? What role do we play in helping solve a problem that matters to the donor? What have we done in the past that proves our ability to deliver on the promise we make?</li></ul>Why these projects?<br /><ul><li>How do these campaign objectives link to the institutional vision and plan? How do these objectives link to donor benefit and interests? How does each objective offer a specific benefit? How do these objectives, taken together, add up to an exciting and believable future for the institution?</li></ul>Why now?<br /><ul><li>What forces create an urgent need to meet campaign objectives?
    88. 88. Why is this campaign important now? </li></ul>Lipman Hearne | Development Dialogues<br />
    89. 89. Process & channels<br />
    90. 90. Campaign Marketing Continuum<br />Prospect<br />Understands Institution <br />Inquiry or <br />Annual Fund <br />Significant <br />Donor<br />ExtensivelyInvolved<br />Cultivation &<br />Solicitation<br />CampaignDriver<br />Marketing channels across the donor experience <br /><ul><li>Reputation management
    91. 91. Website
    92. 92. Social media
    93. 93. Public relations
    94. 94. Stewardship materials
    95. 95. Board/committee engagement
    96. 96. Website
    97. 97. Social media
    98. 98. Website
    99. 99. Annual fund materials
    100. 100. Solicitation/cultivationmaterials
    101. 101. Campaign brochure
    102. 102. Campaign video
    103. 103. Social media
    104. 104. Website</li></ul>From awareness to evangelism <br />37<br />Lipman Hearne | Development Dialogues<br />
    105. 105. Channels and tactics across the campaign continuum<br />PRE-QUIET/QUIET<br />ADVANCEMENT<br />PUBLIC<br />Case Development<br />Campaign Brand Assets<br />Reputation Management<br />Digital Community Engagement (Social Media)<br />Identity System & Guidelines<br />Collateral Materials<br />Solicitation/Cultivation Materials<br />Campaign Brochure<br />Digital Community Engagement (Social Media)<br />Global Launch<br />Mass Solicitation<br />Campaign Website <br />Digital Community Engagement (Social Media)<br />Campaign Video<br />Campaign Content Across All Channels<br />Public<br />Lipman Hearne | Development Dialogues<br />38<br />
    106. 106. Campaign communications must: <br />39<br /><ul><li>Define the emotional drivers your audiences share
    107. 107. Generate excitement and sense of momentum
    108. 108. Portray gifts as transformational
    109. 109. Increase the confidence of campaign volunteer leaders
    110. 110. Show the campaign is not “business as usual” </li></ul>Lipman Hearne | Development Dialogues<br />
    111. 111. 10 creative principles<br />
    112. 112. 1: Keep it Simple<br />41<br />Duke University, North Carolina<br />Lipman Hearne | Development Dialogues<br />
    113. 113. 2a: Make it Concrete<br />42<br />University of Akron<br />Lipman Hearne | Development Dialogues<br />
    114. 114. 2b: Make it Concrete<br />Adler Planetarium<br />43<br />Lipman Hearne | Development Dialogues<br />
    115. 115. 3: Express the True You<br />44<br />Sewanee: University of the South<br />Lipman Hearne | Development Dialogues<br />
    116. 116. 4: Make them Care<br />45<br />Jerusalem International YMCA<br />Lipman Hearne | Development Dialogues<br />
    117. 117. 5: Make it Surprising<br />46<br />University of Wisconsin–Milwaukee<br />Lipman Hearne | Development Dialogues<br />
    118. 118. 6a: Tell Stories<br />47<br />Trinity University<br />Lipman Hearne | Development Dialogues<br />
    119. 119. 6b: Tell Stories<br />Rush University Medical Center<br />48<br />Lipman Hearne | Development Dialogues<br />
    120. 120. 7a: Get a Personality<br />49<br />Baltimore Museum of Art<br />Lipman Hearne | Development Dialogues<br />
    121. 121. 7b: Get a Personality<br />Chicago Symphony Orchestra<br />50<br />Lipman Hearne | Development Dialogues<br />
    122. 122. 8a: Make it Urgent<br />51<br />Young Epidemiology Scholarship Competition<br />Lipman Hearne | Development Dialogues<br />
    123. 123. 8b: Make it Urgent<br />United Methodist Church Imagine No Malaria initiative<br />52<br />Lipman Hearne | Development Dialogues<br />
    124. 124. 9: Infuse it with Energy<br />53<br />Baltimore Museum of Art<br />Lipman Hearne | Development Dialogues<br />
    125. 125. 10: Stageit<br />Denison University<br />A letter?<br />Lipman Hearne | Development Dialogues<br />54<br />
    126. 126. Examples<br />
    127. 127. 56<br />Lipman Hearne | Development Dialogues<br />
    128. 128. 57<br />Lipman Hearne | Development Dialogues<br />
    129. 129. Lipman Hearne | Development Dialogues<br />58<br />
    130. 130. 59<br />Lipman Hearne | Development Dialogues<br />
    131. 131. 60<br />Lipman Hearne | Development Dialogues<br />
    132. 132. 61<br />Lipman Hearne | Development Dialogues<br />
    133. 133. Stanford’s road show<br />Lipman Hearne | Development Dialogues<br />62<br />
    134. 134. Sustaining Engagement<br />Lipman Hearne | Development Dialogues<br />63<br />
    135. 135. Websites referenced<br />http://giving.utexas.edu/why-give/your-gifts-at-work/<br />http://thehumanfactor.mit.edu/<br />http://campaign.berkeley.edu/photobooth/) <br />http://www.seattlechildrens.org/storyproject/<br />http://www.giving.umich.edu/gift/<br />http://stanfordalumni.org/leadingmatters/portland/<br />Lipman Hearne | Development Dialogues<br />64<br />
    136. 136. Thank you.<br />
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×