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Lhi   webinar best prac phil comm Lhi webinar best prac phil comm Presentation Transcript

  • Best Practices inPhilanthropic Communications
    Lipman Hearne | Development Dialogues
    Sara Stern
    August 4, 2011
  • Why campaign?
    Brand basics
    Linking the campaign brand with the institutional brand
    Getting started
    Making the case—connecting with donor interests
    Process & channels
    10 creative principles
    Case study & examples
    2
    Lipman Hearne | Development Dialogues
    Today’s
    Agenda
  • Why campaign?
  • Giving makesyou stronger
    4
    Lipman Hearne | Development Dialogues
  • The job of the campaign
    • 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)
    5
    Lipman Hearne | Development Dialogues
  • The job of the campaign
    • …and, oh yeah, raise money
    6
    Lipman Hearne | Development Dialogues
  • Are campaigns still relevant?
    Mid-2008 through early 2010
    • Campaign activity went underground
    • Planning continued to move forward
    36 American universities in public $1B+ campaigns
    • Majority public institutions
    • $1.25B+ raised in Q2 2010
    Donor confidence stabilizing
    Institutional need still present—particularly in regard to public institutions in challenged states
    7
    Lipman Hearne | Development Dialogues
  • Understanding
    For universities, alumni views often “stuck in amber”
    • Haven’t really absorbed the evolution of the institution since their graduation
    Annual donors and prospects frequently focused on specific projects rather than institutional scope, potential
    Faculty or program staff prone to seeing unit rather than institutional interests
    8
    Lipman Hearne | Development Dialogues
  • Ultimately, the campaign helps organize and promulgate institutional vision—and future impact.
    • 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
    Excitement
    10
    Lipman Hearne | Development Dialogues
  • Brand basics
  • Brands exist in the mind
    12
    Lipman Hearne | Development Dialogues
  • 13
    Key brand inputs
    ExternalPerceptions
    InternalPerceptions
    Core Institutional Vision
    BRAND
    Competitive Analysis
    Reasons to Believe
    Lipman Hearne | Development Dialogues
  • But a great brand lives in the mind and captures the heart
    14
    Lipman Hearne | Development Dialogues
  • 15
    Published by CASE in March 2010
    Lipman Hearne | Development Dialogues
  • 16
    A brand is not…
    • …a logo
    • …a tagline
    • …an ad
    • …a viewbook
    • …an uncontrollable Presidential impulse
    Lipman Hearne | Development Dialogues
  • The famous swoosh
    17
    Lipman Hearne | Development Dialogues
  • “Just Do It”...personified
    18
    Lipman Hearne | Development Dialogues
  • “Just Do It”…amplified
    19
    Lipman Hearne | Development Dialogues
  • “Just Do It”…taken much too far
    20
    Lipman Hearne | Development Dialogues
  • Basic definition
    21
    Brand is the promise of an experience.
    Lipman Hearne | Development Dialogues
  • Beyond the basics
    22
    Every strong brand is a hero in someone’s narrative
    • Volvo protects my family.
    • Red Cross helps me in a disaster.
    • Disneyland is fun for all.
    How is your brand a hero?
    • 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?
    How does your brand become a valued “badge” of affiliation?
    Lipman Hearne | Development Dialogues
  • Brands in higher ed
    23
    A compilation of factors
    • 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
    Lipman Hearne | Development Dialogues
  • Brands in healthcare
    24
    A compilation of factors
    • 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
    Lipman Hearne | Development Dialogues
  • Positioning
    25
    Successful brand positioning…
    • Differentiates in terms that matter
    • Speaks to diverse constituents
    • Clarifies value proposition
    • Casts institution in heroic role
    • Creates brand ambassadors
    • Provides stakeholders a reason to strengthen affiliation
    Most important: It makes a promise that you can keep
    Lipman Hearne | Development Dialogues
  • “Don’t let your mouth write no checks your a** can’t cash.” 
    —Bo Diddley
    26
    Bo knows…
    Lipman Hearne | Development Dialogues
  • 27
    Lipman Hearne | Development Dialogs
    Payoff
    The reward that our stakeholdersderive from affiliation
    Pledge
    The sustaining beliefs and values that motivate us
    Personality
    The face we show the world
    BIG IDEA
    The essence of the brand
    Lipman Hearne
    Proof
    The verifiable assets and attributes that enable us to claim that positioning
    BrandPlatform
    Competitive Positioning
    A clear understanding of where we stand relative to other organizations and to our audience’s knowledge and expectations
    Competitive Positioning
    The fundamental focus of the organization
  • Linking the campaign brandto the institutional brand
  • Campaign character
    29
    Clear understanding of stakeholder e.q.
    • Innovative vs. sentimental
    • Giving back vs. giving forward
    • Institutional vs. personal
    • Emotional vs. logical
    • Hot vs. cool
    Campaign linked to goals and vision
    • Brand rewards/personality linked to institutional character
    Scalability and sustainability
    Lipman Hearne | Development Dialogues
  • Campaign brand
    30
    The campaign exists to make the organization better
    • Campaign identity must link/synchronize with institutional identity
    • Campaign goals must advance institutional strategic plan
    The campaign, though, is not the institution
    • Campaign: special time, special opportunity
    Campaign identity must start to link institutional goals with donor interests
    Lipman Hearne | Development Dialogues
  • Getting started
  • Getting started
    32
    Work with fundraising counsel
    • Review feasibility study
    • Pay particular attention to donor/prospect positioning and messaging issues
    Work with institutional leadership
    • What are the campaign goals?
    • Why these goals?
    • How will achievement of these goals enable the institution to fulfill its mission?
    • How will the institution be transformed by a successful campaign?
    Lipman Hearne | Development Dialogues
  • Getting started…
    33
    Establish context
    • What have others done?
    • What are competitors doing?
    • What did you do last time?
    Lipman Hearne | Development Dialogues
  • Making the case—connecting with donor interests
  • Making the case
    35
    Why this institution?
    • 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?
    Why these projects?
    • 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?
    Why now?
    • What forces create an urgent need to meet campaign objectives?
    • Why is this campaign important now?
    Lipman Hearne | Development Dialogues
  • Process & channels
  • Campaign Marketing Continuum
    Prospect
    Understands Institution
    Inquiry or
    Annual Fund
    Significant
    Donor
    ExtensivelyInvolved
    Cultivation &
    Solicitation
    CampaignDriver
    Marketing channels across the donor experience
    • Reputation management
    • Website
    • Social media
    • Public relations
    • Stewardship materials
    • Board/committee engagement
    • Website
    • Social media
    • Website
    • Annual fund materials
    • Solicitation/cultivationmaterials
    • Campaign brochure
    • Campaign video
    • Social media
    • Website
    From awareness to evangelism
    37
    Lipman Hearne | Development Dialogues
  • Channels and tactics across the campaign continuum
    PRE-QUIET/QUIET
    ADVANCEMENT
    PUBLIC
    Case Development
    Campaign Brand Assets
    Reputation Management
    Digital Community Engagement (Social Media)
    Identity System & Guidelines
    Collateral Materials
    Solicitation/Cultivation Materials
    Campaign Brochure
    Digital Community Engagement (Social Media)
    Global Launch
    Mass Solicitation
    Campaign Website
    Digital Community Engagement (Social Media)
    Campaign Video
    Campaign Content Across All Channels
    Public
    Lipman Hearne | Development Dialogues
    38
  • Campaign communications must:
    39
    • Define the emotional drivers your audiences share
    • Generate excitement and sense of momentum
    • Portray gifts as transformational
    • Increase the confidence of campaign volunteer leaders
    • Show the campaign is not “business as usual”
    Lipman Hearne | Development Dialogues
  • 10 creative principles
  • 1: Keep it Simple
    41
    Duke University, North Carolina
    Lipman Hearne | Development Dialogues
  • 2a: Make it Concrete
    42
    University of Akron
    Lipman Hearne | Development Dialogues
  • 2b: Make it Concrete
    Adler Planetarium
    43
    Lipman Hearne | Development Dialogues
  • 3: Express the True You
    44
    Sewanee: University of the South
    Lipman Hearne | Development Dialogues
  • 4: Make them Care
    45
    Jerusalem International YMCA
    Lipman Hearne | Development Dialogues
  • 5: Make it Surprising
    46
    University of Wisconsin–Milwaukee
    Lipman Hearne | Development Dialogues
  • 6a: Tell Stories
    47
    Trinity University
    Lipman Hearne | Development Dialogues
  • 6b: Tell Stories
    Rush University Medical Center
    48
    Lipman Hearne | Development Dialogues
  • 7a: Get a Personality
    49
    Baltimore Museum of Art
    Lipman Hearne | Development Dialogues
  • 7b: Get a Personality
    Chicago Symphony Orchestra
    50
    Lipman Hearne | Development Dialogues
  • 8a: Make it Urgent
    51
    Young Epidemiology Scholarship Competition
    Lipman Hearne | Development Dialogues
  • 8b: Make it Urgent
    United Methodist Church Imagine No Malaria initiative
    52
    Lipman Hearne | Development Dialogues
  • 9: Infuse it with Energy
    53
    Baltimore Museum of Art
    Lipman Hearne | Development Dialogues
  • 10: Stageit
    Denison University
    A letter?
    Lipman Hearne | Development Dialogues
    54
  • Examples
  • 56
    Lipman Hearne | Development Dialogues
  • 57
    Lipman Hearne | Development Dialogues
  • Lipman Hearne | Development Dialogues
    58
  • 59
    Lipman Hearne | Development Dialogues
  • 60
    Lipman Hearne | Development Dialogues
  • 61
    Lipman Hearne | Development Dialogues
  • Stanford’s road show
    Lipman Hearne | Development Dialogues
    62
  • Sustaining Engagement
    Lipman Hearne | Development Dialogues
    63
  • Websites referenced
    http://giving.utexas.edu/why-give/your-gifts-at-work/
    http://thehumanfactor.mit.edu/
    http://campaign.berkeley.edu/photobooth/)
    http://www.seattlechildrens.org/storyproject/
    http://www.giving.umich.edu/gift/
    http://stanfordalumni.org/leadingmatters/portland/
    Lipman Hearne | Development Dialogues
    64
  • Thank you.