This presentation guided the 'class of masters' that attended my session at the IFC 2015 in the Netherlands. It includes a series of case studies, some ideas and a few tools on the topic.

1. Transform your digital strategy:
New ideas from unexpected places
Colin Habberton
IFC Masterclass
The Netherlands
20/21 October 2015

2. • 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

3. 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

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

5. Tomorrow
• Experimentation
• Toolkits
• Application
• Collaboration
• Evaluation
Session Overview

6. 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.

7. Stellenbosch

8. Cape Town

9. Team Introductions
• What is your name?
• Where are you from?
• Where are you now?
• What is important to you?
• What makes you, you?

10. Question:
I’d like to know how you plan to “format”
your session in terms of lecture/
presentation/interactive discussion/
exercises, etc.?
Session Overview

11. Answer:
• multi-disciplinary format
• coverage of theoretical material
• case studies
• encourage sharing
• few exercises
• practical review of some tools
Session Overview

12. Today
• Introductions
• Objectives
• The ‘Developing’ World
• What is strategy?
• Innovation
• Fundraising case studies
Session Overview

13. 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

14. 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?

15. Good or Bad Memories?

16. 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

17. The ‘Developing’ World

18. Planetary Disruption
• Climate Change
• Resource Shortages
Political Disruption
• Extremism
• Destabilisation
Economic Disruption
• Financial Volatility
• Rampant Inequality
Systemic Disruption
• Changing Technology
• Information Access
Our World

19. Our World
:
(Adapted: Piketty, 2014: Capital in the 21st Century)

20. Our World
:
(Adapted: Piketty, 2014: Capital in the 21st Century)

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

22. The ‘Developing’ World?
Burkina
Faso
Dominican
Republic Puerto
Rico (US)
U.S. Virgin
Islands (US)
St. Kitts
and Nevis
Antigua and Barbuda
Dominica
St. Lucia
Barbados
Grenada
Trinidad
and Tobago
St. Vincent and
the Grenadines
R.B. de Venezuela
Martinique (Fr)
Guadeloupe (Fr)
St. Martin (Fr)
St. Maarten (Neth)
Curaçao (Neth)
Aruba (Neth)
Poland
Czech Republic
Slovak Republic
Ukraine
Austria
Germany
San
Marino
Italy
Slovenia
Croatia
Bosnia and
Herzegovina Serbia
Hungary
Romania
Bulgaria
Albania
Greece
FYR
Macedonia
Samoa
American
Samoa (US)
Tonga
Fiji
Kiribati
French Polynesia (Fr)
N. Mariana Islands (US)
Guam (US)
Palau
Federated States of Micronesia
Marshall Islands
Nauru Kiribati
Solomon
Islands
Tuvalu
Vanuatu Fiji
New
Caledonia
(Fr)
Haiti
Jamaica
Cuba
Cayman Is.(UK)
The Bahamas
Turks and Caicos Is. (UK)
Bermuda
(UK)
United States
Canada
Mexico
PanamaCosta Rica
Nicaragua
Honduras
El Salvador
Guatemala
Belize
Colombia
French Guiana (Fr)
Guyana
Suriname
R.B. de
Venezuela
Ecuador
Peru Brazil
Bolivia
Paraguay
Chile
Argentina
Uruguay
Greenland
(Den)
NorwayIceland
Isle of Man (UK)
Ireland
United
Kingdom
Faeroe
Islands
(Den) Sweden Finland
Denmark
Estonia
Latvia
Lithuania
Poland
Russian
Fed.
Belarus
Ukraine
Moldova
Romania
Bulgaria
Greece
Italy
Germany
Belgium
The Netherlands
Luxembourg
Channel Islands (UK)
Switzerland
Liechtenstein France
Andorra
Portugal
Spain
Monaco
Gibraltar (UK)
Malta
Morocco
Tunisia
Algeria
Western
Sahara
Mauritania
Mali
Senegal
The Gambia
Guinea-Bissau
Guinea
Cabo Verde
Sierra Leone
Liberia
Côte
d’Ivoire
Ghana
Togo
Benin
Niger
Nigeria
Libya Arab Rep.
of Egypt
Sudan
South
Sudan
Chad
Cameroon
Central
African
Republic
Equatorial Guinea
São Tomé and Príncipe
Gabon
Congo
Angola
Dem.Rep.of
Congo
Eritrea
Djibouti
Ethiopia
Somalia
Kenya
Uganda
Rwanda
Burundi
Tanzania
Zambia
Malawi
Mozambique
Zimbabwe
Botswana
Namibia
Swaziland
LesothoSouth
Africa
Madagascar
Mauritius
Seychelles
Comoros
Mayotte
(Fr)
Réunion (Fr)
Rep. of Yemen
Oman
United Arab
Emirates
Qatar
Bahrain
Saudi
Arabia
KuwaitIsrael
West Bank and Gaza Jordan
Lebanon
Syrian
Arab
Rep.
Cyprus
Iraq
Islamic Rep.
of Iran
Turkey
Azer-
baijan
Armenia
Georgia
Turkmenistan
Uzbekistan
Kazakhstan
Afghanistan
Tajikistan
Kyrgyz
Rep.
Pakistan
India
Bhutan
Nepal
Bangladesh
Myanmar
Sri
Lanka
Maldives
Thailand
Lao
P.D.R.
Vietnam
Cambodia
Singapore
Malaysia
Brunei Darussalam
Philippines
Papua New GuineaIndonesia
Australia
New
Zealand
Japan
Rep.of
Korea
Dem.People’s
Rep.of Korea
Mongolia
China
Russian Federation
Antarctica
Timor-Leste
Vatican
City
IBRD 41312 NOVEMBER 2014
Kosovo
Montenegro
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

23. Economic Growth
Romania
Serbia
Greece
San
Marino
BulgariaUkraine
Germany
FYR
Macedonia
Croatia
Bosnia and
Herzegovina
Czech
Republic
Poland
Hungary
Italy
Austria
Slovenia
Slovak
Republic
Kosovo
Montenegro
Albania
Dominican
Republic
Trinidad and
Tobago
Grenada
St. Vincent and
the Grenadines
Dominica
Puerto
Rico, US
St. Kitts
and Nevis
Antigua and
Barbuda
St. Lucia
Barbados
R.B. de Venezuela
U.S. Virgin
Islands (US)
Martinique (Fr)
Guadeloupe (Fr)
St. Martin (Fr)
Anguilla (UK)
St. Maarten (Neth)
Curaçao
(Neth)
Burkina
Faso
Samoa
Tonga
Fiji
Kiribati
Palau
Federated States
of Micronesia
Marshall
Islands
Nauru
Kiribati
Solomon
Islands
Tuvalu
Vanuatu Fiji
Haiti
Jamaica
Cuba
The Bahamas
United States
Canada
Panama
Costa Rica
Nicaragua
Honduras
El Salvador
Guatemala
Mexico
Belize
Colombia
Guyana
Suriname
R.B. de
Venezuela
Ecuador
Peru Brazil
Bolivia
Paraguay
Chile
Argentina Uruguay
Norway
Iceland
Ireland
United
Kingdom
Sweden Finland
Denmark
Estonia
Latvia
Lithuania
Poland Belarus
Ukraine
Moldova
Romania
Bulgaria
Greece
Italy
Germany
Belgium
The Netherlands
Luxembourg
Switzerland
Liechtenstein
France
AndorraPortugal
Spain Monaco
Malta
Morocco
Tunisia
Algeria
Mauritania
Mali
Senegal
The
Gambia
Guinea-
Bissau
Guinea
Cabo
Verde
Sierra Leone
Liberia
Côte
d’Ivoire
Ghana
Togo
Benin
Niger
Nigeria
Libya Arab Rep.
of Egypt
Chad
Cameroon
Central
African
Republic
Equatorial Guinea
São Tomé and Príncipe
Gabon
Congo
Angola
Dem.Rep.
of Congo
Eritrea
Djibouti
Ethiopia
Somalia
Kenya
Uganda
Rwanda
Burundi
Tanzania
Zambia
Malawi
Mozambique
Madagascar
Zimbabwe
Botswana
Namibia
Swaziland
LesothoSouth
Africa
Mauritius
Seychelles
Comoros
Rep. of
Yemen
Oman
United Arab
Emirates
Qatar
Bahrain
Saudi
Arabia
Kuwait
Israel
Jordan
Lebanon
Syrian
Arab
Rep.
Cyprus
Iraq
Islamic Rep.
of Iran
Turkey
Azer-
baijanArmenia
Georgia
Turkmenistan
Uzbekistan
Kazakhstan
Afghanistan
Tajikistan
Kyrgyz
Rep.
Pakistan
India
Bhutan
Nepal
Bangladesh
Myanmar
Sri
Lanka
Maldives
Thailand
Lao
P.D.R.
Vietnam
Cambodia
Singapore
Malaysia
Philippines
Papua
New Guinea
Indonesia
Australia
New
Zealand
JapanRep.of
Korea
Dem.People’s
Rep.of Korea
Mongolia
China
Russian Federation
Brunei
Darussalam
Sudan
South
Sudan
Timor-Leste
American
Samoa (US)
French
Polynesia (Fr)
N. Mariana Islands (US)
Guam (US)
New
Caledonia
(Fr)
Bermuda
(UK)
French Guiana (Fr)
Greenland
(Den)
West Bank and Gaza
Turks and Caicos Is. (UK)
Western
Sahara
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 OF
GDP PER CAPITA, 2009–13 (%)
Europe insetCaribbean inset

24. Poverty Levels
Romania
Serbia
Greece
San
Marino
BulgariaUkraine
Germany
FYR
Macedonia
Croatia
Bosnia and
Herzegovina
Czech
Republic
Poland
Hungary
Italy
Austria
Slovenia
Slovak
Republic
Kosovo
Montenegro
Albania
Europe inset
Dominican
Republic
Trinidad and
Tobago
Grenada
St. Vincent and
the Grenadines
Dominica
Puerto
Rico, US
St. Kitts
and Nevis
Antigua and
Barbuda
St. Lucia
Barbados
R.B. de Venezuela
U.S. Virgin
Islands (US)
Martinique (Fr)
Guadeloupe (Fr)
Curaçao
(Neth)
St. Martin (Fr)
Anguilla (UK)
St. Maarten (Neth)
Caribbean inset
Burkina
Faso
Samoa
Tonga
Fiji
Kiribati
Palau
Federated States
of Micronesia
Marshall
Islands
Nauru
Kiribati
Solomon
Islands
Tuvalu
Vanuatu Fiji
Haiti
Jamaica
Cuba
The Bahamas
United States
Canada
Panama
Costa Rica
Nicaragua
Honduras
El Salvador
Guatemala
Mexico
Belize
Colombia
Guyana
SurinameR.B. de
Venezuela
Ecuador
Peru Brazil
Bolivia
Paraguay
Chile
Argentina Uruguay
Norway
Iceland
Ireland
United
Kingdom
Sweden Finland
Denmark
Estonia
Latvia
Lithuania
Poland Belarus
Ukraine
Moldova
Romania
Bulgaria
Greece
Italy
Germany
Belgium
The Netherlands
Luxembourg
Switzerland
Liechtenstein
France
AndorraPortugal
Spain Monaco
Malta
Morocco
Tunisia
Algeria
Mauritania
Mali
Senegal
The
Gambia
Guinea-
Bissau
Guinea
Cabo
Verde
Sierra Leone
Liberia
Côte
d’Ivoire
Ghana
Togo
Benin
Niger
Nigeria
Libya Arab Rep.
of Egypt
Chad
Cameroon
Central
African
Republic
Equatorial Guinea
São Tomé and Príncipe
Gabon
Congo
Angola
Dem.Rep.
of Congo
Eritrea
Djibouti
Ethiopia
Somalia
Kenya
Uganda
Rwanda
Burundi
Tanzania
Zambia
Malawi
Mozambique
Zimbabwe
Botswana
Namibia
Swaziland
LesothoSouth
Africa
Madagascar
Mauritius
Seychelles
Comoros
Rep. of
Yemen
Oman
United Arab
Emirates
Qatar
Bahrain
Saudi
Arabia
Kuwait
Israel
Jordan
Lebanon
Syrian
Arab
Rep.
Cyprus
Iraq Islamic Rep.
of Iran
Turkey
Azer-
baijanArmenia
Georgia
Turkmenistan
Uzbekistan
Kazakhstan
Afghanistan
Tajikistan
Kyrgyz
Rep.
Pakistan
India
Bhutan
Nepal
Bangladesh
Myanmar
Sri
Lanka
Maldives
Thailand
Lao
P.D.R.
Vietnam
Cambodia
Singapore
Malaysia
Philippines
Papua
New Guinea
Indonesia
Australia
New
Zealand
JapanRep.of
Korea
Dem.People’s
Rep.of Korea
Mongolia
China
Russian Federation
Brunei
Darussalam
Sudan
South
Sudan
Timor-Leste
American
Samoa (US)
French
Polynesia (Fr)
N. Mariana Islands (US)
Guam (US)
New
Caledonia
(Fr)
French Guiana (Fr)
Greenland
(Den)
West Bank and Gaza
Turks and Caicos Is. (UK)
Western
Sahara
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 ON
LESS THAN $1.25 A DAY, 2011 (%)
Bermuda
(UK)

25. Investment Flows
Romania
Serbia
Greece
San
Marino
BulgariaUkraine
Germany
FYR
Macedonia
Croatia
Bosnia and
Herzegovina
Czech
Republic
Poland
Hungary
Italy
Austria
Slovenia
Slovak
Republic
Kosovo
Montenegro
Albania
Dominican
Republic
Trinidad and
Tobago
Grenada
St. Vincent and
the Grenadines
Dominica
Puerto
Rico, US
St. Kitts
and Nevis
Antigua and
Barbuda
St. Lucia
Barbados
R.B. de Venezuela
U.S. Virgin
Islands (US)
Martinique (Fr)
Guadeloupe (Fr)
Curaçao
(Neth)
St. Martin (Fr)
Anguilla (UK)
St. Maarten (Neth)
Burkina
Faso
Samoa
Tonga
Fiji
Kiribati
Palau
Federated States
of Micronesia
Marshall
Islands
Nauru
Kiribati
Solomon
Islands
Tuvalu
Vanuatu Fiji
Haiti
Jamaica
Cuba
The Bahamas
United States
Canada
Panama
Costa Rica
Nicaragua
Honduras
El Salvador
Guatemala
Mexico
Belize
Colombia
Guyana
Suriname
R.B. de
Venezuela
Ecuador
Peru Brazil
Bolivia
Paraguay
Chile
Argentina Uruguay
Norway
Iceland
Ireland
United
Kingdom
Sweden Finland
Denmark
Estonia
Latvia
Lithuania
Poland Belarus
Ukraine
Moldova
Romania
Bulgaria
Greece
Italy
Germany
Belgium
The Netherlands
Luxembourg
Switzerland
Liechtenstein
France
AndorraPortugal
Spain Monaco
Malta
Morocco
Tunisia
Algeria
Mauritania
Mali
Senegal
The
Gambia
Guinea-
Bissau
Guinea
Cabo
Verde
Sierra Leone
Liberia
Côte
d’Ivoire
Ghana
Togo
Benin
Niger
Nigeria
Libya Arab Rep.
of Egypt
Chad
Cameroon
Central
African
Republic
Equatorial Guinea
São Tomé and Príncipe
Gabon
Congo
Angola
Dem.Rep.
of Congo
Eritrea
Djibouti
Ethiopia
Somalia
Kenya
Uganda
Rwanda
Burundi
Tanzania
Zambia
Malawi
Mozambique
Madagascar
Zimbabwe
Botswana
Namibia
Swaziland
LesothoSouth
Africa
Mauritius
Seychelles
Comoros
Rep. of
Yemen
Oman
United Arab
Emirates
Qatar
Bahrain
Saudi
Arabia
Kuwait
Israel
Jordan
Lebanon
Syrian
Arab
Rep.
Cyprus
Iraq Islamic Rep.
of Iran
Turkey
Azer-
baijanArmenia
Georgia
Turkmenistan
Uzbekistan
Kazakhstan
Afghanistan
Tajikistan
Kyrgyz
Rep.
Pakistan
India
Bhutan
Nepal
Bangladesh
Myanmar
Sri
Lanka
Maldives
Thailand
Lao
P.D.R.
Vietnam
Cambodia
Singapore
Malaysia
Philippines
Papua
New Guinea
Indonesia
Australia
New
Zealand
JapanRep.of
Korea
Dem.People’s
Rep.of Korea
Mongolia
China
Russian Federation
Brunei
Darussalam
Sudan
South
Sudan
Timor-Leste
American
Samoa (US)
French
Polynesia (Fr)
N. Mariana Islands (US)
Guam (US)
New
Caledonia
(Fr)
French Guiana (Fr)
Greenland
(Den)
West Bank and Gaza
Turks and Caicos Is. (UK)
Western
Sahara
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 NET
INFLOWS AS A SHARE OF GDP, 2013 (%)
Europe insetCaribbean inset
Bermuda
(UK)

26. Internet Usage
Romania
Serbia
Greece
San
Marino
BulgariaUkraine
Germany
FYR
Macedonia
Croatia
Bosnia and
Herzegovina
Czech
Republic
Poland
Hungary
Italy
Austria
Slovenia
Slovak
Republic
Kosovo
Montenegro
Albania
Dominican
Republic
Trinidad and
Tobago
Grenada
St. Vincent and
the Grenadines
Dominica
Puerto
Rico, US
St. Kitts
and Nevis
Antigua and
Barbuda
St. Lucia
Barbados
R.B. de Venezuela
U.S. Virgin
Islands (US)
Martinique (Fr)
Guadeloupe (Fr)
Curaçao
(Neth)
St. Martin (Fr)
Anguilla (UK)
St. Maarten (Neth)
Burkina
Faso
Samoa
Tonga
Fiji
Kiribati
Palau
Federated States
of Micronesia
Marshall
Islands
Nauru
Kiribati
Solomon
Islands
Tuvalu
Vanuatu Fiji
Haiti
Jamaica
Cuba
The Bahamas
United States
Canada
Panama
Costa Rica
Nicaragua
Honduras
El Salvador
Guatemala
Mexico
Belize
Colombia
Guyana
Suriname
R.B. de
Venezuela
Ecuador
Peru Brazil
Bolivia
Paraguay
Chile
Argentina Uruguay
Norway
Iceland
Ireland
United
Kingdom
Sweden Finland
Denmark
Estonia
Latvia
Lithuania
Poland Belarus
Ukraine
Moldova
Romania
Bulgaria
Greece
Italy
Germany
Belgium
The Netherlands
Luxembourg
Switzerland
Liechtenstein
France
AndorraPortugal
Spain Monaco
Malta
Morocco
Tunisia
Algeria
Mauritania
Mali
Senegal
The
Gambia
Guinea-
Bissau
Guinea
Cabo
Verde
Sierra Leone
Liberia
Côte
d’Ivoire
Ghana
Togo
Benin
Niger
Nigeria
Libya Arab Rep.
of Egypt
Chad
Cameroon
Central
African
Republic
Equatorial Guinea
São Tomé and Príncipe
Gabon
Congo
Angola
Dem.Rep.
of Congo
Eritrea
Djibouti
Ethiopia
Somalia
Kenya
Uganda
Rwanda
Burundi
Tanzania
Zambia
Malawi
Mozambique
Madagascar
Zimbabwe
Botswana
Namibia
Swaziland
LesothoSouth
Africa
Mauritius
Seychelles
Comoros
Rep. of
Yemen
Oman
United Arab
Emirates
Qatar
Bahrain
Saudi
Arabia
Kuwait
Israel
Jordan
Lebanon
Syrian
Arab
Rep.
Cyprus
Iraq
Islamic Rep.
of Iran
Turkey
Azer-
baijanArmenia
Georgia
Turkmenistan
Uzbekistan
Kazakhstan
Afghanistan
Tajikistan
Kyrgyz
Rep.
Pakistan
India
Bhutan
Nepal
Bangladesh
Myanmar
Sri
Lanka
Maldives
Thailand
Lao
P.D.R.
Vietnam
Cambodia
Singapore
Malaysia
Philippines
Papua
New Guinea
Indonesia
Australia
New
Zealand
JapanRep.of
Korea
Dem.People’s
Rep.of Korea
Mongolia
China
Russian Federation
Brunei
Darussalam
Sudan
South
Sudan
Timor-Leste
American
Samoa (US)
French
Polynesia (Fr)
N. Mariana Islands (US)
Guam (US)
New
Caledonia
(Fr)
French Guiana (Fr)
Greenland
(Den)
West Bank and Gaza
Turks and Caicos Is. (UK)
Western
Sahara
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
Europe insetCaribbean inset
Bermuda
(UK)

27. • 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)
0
2
4
6
8
10
12
14
16
18
20
1970
1973
1976
1979
1982
1985
1988
1991
1994
1997
2000
Aid/GNI(%)
-1.0
-0.5
0.0
0.5
1.0
1.5
2.0
2.5
GrowthGDP/Capita(%)
Aid/GNI Growth GDP/Capita
Solutions: Aid?

28. • Definition of ‘developing’?
• Motives & intent?
• Local or global?
• Inflow or outflow?
• Invest or Extract?
• Transactions?
• Relationships?
The ‘Developing’ World

29. Our Global Challenges

30. The State of the Digital Nation

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

32. Hype and scale…

33. Source: M+R Benchmarks Study 2014
Benchmarks 2014

34. Source: M+R Benchmarks Study 2014
Benchmarks 2014

35. Source: M+R Benchmarks Study 2015
Benchmarks 2015

36. 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’

37. What is strategy?

38. Q:
• What do you call an investment that takes
two dollars to produce a dollar’s worth of
value?
A:
• Strategic
The MBA version

39. 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

40. Innovation

41. 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)

42. 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)

43. The Eisner Principle
“Think inside the box”

44. • 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

45. • 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

46. Case Studies

47. The Unicorns

48. 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

49. • 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

50. • 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

51. • 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

52. Melbourne Metro

53. Today
• Case Studies
• Experimentation
• Toolkits
• Application
• Collaboration
• Evaluation
Session Overview

54. GivenGain Ecosystem

55. 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.

56. Team
Organisation/Cause
Partner/
Supplier
Beneficiary
Training
& Incentives
Dialogue&
Profile
Effective
Solutions
Content&
Insight
Efficient
Impact
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

57. GivenGain Platform

58. Payment Processing

59. For Causes…

60. For Supporters…

62. 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

63. charity: water (US)
/
That Was Different (CPT)
Size doesn’t matter…

64. Charity Water

65. 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

66. 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

67. Its not about the tech…

68. • 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

69. • 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

70. 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

71. 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

72. 5 x 5 Experimentation

73. 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..”

74. 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

75. 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

76. 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

77. 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.)”

78. 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

79. 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.”

80. 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

81. Business Case # 3
• Sports teams?

82. 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

83. Our Toolkits

84. Team
Organisation/Cause
Partner/
Supplier
Beneficiary
Training
& Incentives
Dialogue&
Profile
Effective
Solutions
Content&
Insight
Efficient
Impact
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

86. DONOR
INDIVIDUALS
GROUPS
COMPANIES
GIVENGAIN
FUNDRAISING
PAGERAISE AWARENESS
CAUSETOOLS
TV
PRINT
NEWSPAPERS
FLYERS
OTHER
WORD OF MOUTH
FLYERS
EVENTS
DIGITAL
SOCIAL MEDIA
EMAIL
SMS
RADIO
ONLINE ADS
TV
WEBSITE
GALLERY & COMMENTS
INFORMATION / ABOUT
PROGRESS
FAQ
SPONSORS
PRIZES
GET INVOLVED
DONATE
CONTACT
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
SPECIFY
TIME FRAME
ANALYTICS
TRACKING
BRAND
PHASE 1 SPECIFY
TIME FRAMEPHASE 2 SPECIFY
TIME FRAMEPHASE 3
ACTIVISTS
FRIENDS
FAMILY
NETWORK

88. Some of the good news…

89. Relational Economics
(Source: HBR, Jan-Feb 2011)

90. 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)

91. 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”

92. “The bottom line is
the learning curve”
Final Thought

93. 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

94. 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?

95. Transform your digital strategy:
New ideas from unexpected places
Colin Habberton
IFC Masterclass
The Netherlands
20/21 October 2015