Médecins Sans Frontières Greece

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New approach methods for new corporate supporters and individuals, as well as, increasing motivation of the existing ones, in order to ensure a long-term engagement to the “Médecins Sans Frontières” work.

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Médecins Sans Frontières Greece

  1. 1. 2
  2. 2. Table of Contents 1 EXECUTIVE SUMMARY ............................................................................................................ 5 2 CLIENT BACKGROUND ............................................................................................................ 5 3 THE BUSINESS QUESTION ..................................................................................................... 6 4 PROBLEM BREAK DOWN ........................................................................................................ 7 5 OVERVIEW OF AVAILABLE FUNDING STRATEGIES ........................................................... 11 6 THE INTERNAL vs EXTERNAL ENVIRONMENT OF MSF ..................................................... 14 6.1 Internal environment .......................................................................................................... 14 6.1.1 The organization ........................................................................................................ 14 6.1.2 Target Audience ......................................................................................................... 14 6.1.3 Positioning .................................................................................................................. 15 6.1.4 Comparative Advantage ............................................................................................. 15 6.1.5 The Voice of your Eco-System ................................................................................... 15 6.1.6 SWOT ANALYSIS ...................................................................................................... 17 6.2 External Environment ........................................................................................................ 20 6.2.1 6.2.2 7 The Integrated Marketing Communication Plan ......................................................... 22 Objective S*M*A*R*T ................................................................................................. 24 TOOLS AND IDEAS FOR SUCCESS ...................................................................................... 25 7.1 7.2 Part 2 – New Tools for Corporate Donors ......................................................................... 34 7.3 8 Part 1 – New Tools for Major Donors ................................................................................ 25 Part 3 – Building Awareness: “Retail” Tools ...................................................................... 41 THE THREE ACTIONABLE STRATEGIES .............................................................................. 51 8.1 Strategy 1: Raising Awareness on Malnutrition ................................................................. 51 8.1.1 “Hit and run strategies” ............................................................................................... 51 8.1.2 “Stay and invest” strategies ........................................................................................ 54 8.1.3 Cost Evaluation of Strategy 1 ..................................................................................... 56 8.2 Strategy 2: Raising awareness throughout population ...................................................... 58 8.2.1 Tools .......................................................................................................................... 58 8.2.2 Cost Evaluation of Strategy 2 ..................................................................................... 59 3
  3. 3. 8.3 Strategy 3: Thinking outside the Box ................................................................................. 60 8.3.1 8.3.2 9 General Ideas ............................................................................................................. 60 More coordinated actions ........................................................................................... 60 CREATIVE (AIDA/VIEW test) ................................................................................................... 62 10 EVALUATION PROCESS ..................................................................................................... 65 11 APPENDIX A –TEAM MEMBERS PROFILES...................................................................... 66 4
  4. 4. 1 EXECUTIVE SUMMARY This document outlines the Future Leaders (“FL”) strategy to help Medecins Sans Frontières (“MSF”) improve their fundraising and “Return on Investment” (RoI) strategy when targeting a) corporate and b) major individual donors. Based on the requirements of this business case, FL has come up with 12 new, actionable tools and 3 “packaged” courses of action to find new and activate old corporate supporters until June 2013, with no more than 15.000 euros. Special attention should be paid to the fact that all available data were not conclusive and that, at the moment of collection, more and new data were being produced. This means that the numeric-led conclusion should reflect a tendency and not a specific correlation or exact numerical performance. It remains adamant that the qualitative aspects of this paper have a primer importance over the final deliverable and recommendations. The current deliverable is comprised of 4 main parts. First, an overview of the stakeholders, the needs and the tasks. Second, the root of the shrinking donations and its effects on any future actions. Third, 12 tools that MSF could use in order to improve its return rate of donations, including the communication plan that we believe should accompany them. Fourth, three courses of action based on independent variables that MSF will be called to choose from. Last but not least, the purpose of this engagement is not to provide the one best course of action to tackle the fundraising needs of MSF, but to provide the organization with a new framework and with the trends that will help MSF make informed decisions in the future, hence shaping its viability and awareness prospects in Greece and abroad. 2 CLIENT BACKGROUND Medecins Sans Frontières (MSF) is an international medical humanitarian organization founded by doctors and journalists in France in 1971. Today, MSF provides independent, impartial assistance in more than 60 countries to people whose survival is threatened by violence, neglect, or catastrophe, primarily due to armed conflict, epidemics, malnutrition, exclusion from health care, or natural disasters. MSF provides independent, impartial assistance to those most in need. MSF also reserves 5
  5. 5. the right to speak out to bring attention to neglected crises, challenge inadequacies or abuse of the aid system, and to advocate for improved medical treatments and protocols. In 1999, MSF received the Nobel Peace Prize. As for MSF in Greece, there are over 185.000 donors and more than 500 volunteers with different backgrounds, which are involved in helping the organization and its missions around the world. MSF Greece contributes actively in Greece, Nigeria, Kongo and Zimbabwe. Today, MSF Greece is very active in 4 different domains: 1) malnutrition, 2) access to the main medical services, 3) action in the Greek province of Evros, and 4) Malaria. MSF Missions throughout the world 3 THE BUSINESS QUESTION The analysis of the requirements surrounding this RfP led the FL team to one major question: What methods can MSF use to increase its donation flow from new and old corporate supporters and major individual donors until June 2013, with no more than 15.000 euros? 6
  6. 6. 4 PROBLEM BREAK DOWN MSF is a well-established NGO in people's minds which, still, faces serious economic problems. The financial viability of the Greek chapter of the organization deteriorated over the past three years, and this continues up to day as a ongoing trend. Indeed, some strategy practices followed in the past, coupled with independent variables surrounding the Greek fundraising ecosystem resulted in a sharp net revenue drop for the organization. Over time, there are two main sources of funding for MSF: the corporate donors and the major donors. In order to get to the source of the problem, we have broken down its potential roots into three categories. In parallel, we made use of a traditional SWOT analysis framework in order to identify the strengths and the weaknesses of MSF as well as the emerging prospects for a new communication strategy that will result in attracting more funding resources. Cause 1: major donors in contraction route Based on the internal definition used by MSF, a major donor is an individual whose donation overcomes the amount of 1.000€. Based on MSF΄s data, during 2008-2011 there was a significant drop of about 48% in the total revenue of major donations which was followed by a further 76% reduction during the last year (2011-June 2012). What is more, donations over 5.000€ are 16% reduced compared to 2011 and were made only by new donors. Over time, the offer of mid donors (donations from 3.000€ - 5.000€) is the most important, because they constitute the backbone of the fixed costs of the organization. It is worth noting that in 2012 alone, donations from major funders represent 63% of MSF’s total income. Major donors have been organized into three main categories: a) high social groups that refer to more affluent people such as shipowners, business executives and entrepreneurs, b) mid-class social groups with an average donation propensity (i.e: scientists, retirees, and c) low or undefined social groups. 7
  7. 7. Major and mid donors income split %, MSF Greece FY 2008-12 Source: MSF Greece The most common motivation behind a major donation comes as a course of action following “hot” or “cold” mailing coupled with a stable relationship that a lot of mid-donors (3.000€ to 5.000€) have established with the organization. Based on good practices gathered, very strong motivation that usually leads to high donations is either based on a health problem or a loss in the donor’s family. A good strategy for individual donation-giving is therefore the spreading of the donation activity to the social, family and personal ecosystems of the donor. CSR rationale and emergency relief such as the Haiti earthquake are two more reasons that lead to individual donations to MSF. Unfortunately, the largest proportion of the major benefactors donate on the basis of an unspecified motivation, thus it is difficult to estimate a future response rate to a call for aid. Cause 2: becoming irrelevant to corporate donors Based on internal classifications of MSF Greece, a corporate donor is any company that has donated money to the NGO. According to our investigation at the hq of MSF and the analysis of data provided by the fundraising department, it becomes evident that the major revenue from donors range between 1.000€ to 30.000€ per company, at any given year. Shedding some additional light on the roots of this donation fatigue, in the 1.000 - 5.000€ bracket there is a 24% reduction in the total revenue between 2010 and 2011. 44% of the total donors were 8
  8. 8. either new or re-appeared in 2011 while 56% were active at least until 2010. There were 87 corporate donors in 2010, while corporate donations represent only 21 out of 138 total donors in 2011 (active or inactive). Only 20% of the corporate donors in 2011 kept their donation status for 2012. Corporate donors income split %, MSF Greece FY 2009-2012 Source: MSF Greece Cause 3: external factors influencing donation fatigue Donation fatigue derives not only from mutating preferences and changing economic indexes at the micro level, but also from new economic, political, social and legal data in the target country. 1- The economic framework The past five years have been challenging for Greece due to the ongoing financial crisis. Specifically, the crisis has affected the entire country at many levels, therefore, the situation as a whole has had a significant impact on MSF (and most NGOs) as well. Moreover, insecurity and subsequent paralysis of all economic activity affected financing of MSF to a great extent. The middle class was affected the most. It is indicative to underscore that the MSF Fundraising 9
  9. 9. Department, there was a 26.6% downscale revision for all enumerated fundraising goals and objectives. 2- The legal framework and red tape The change in the taxation system of Greece influenced the number and the volume of donations, leading to a considerable drop in final contributions. According to the new framework, donations that correspond up to 10% of the donor’s income, are not taxed. However, donations exceeding 10% of the donor’s income are considered proof of additional assets and are highly taxed. Consequently, red tape and unfavorable legislation led to a high decrease in donations during 2012. 3- Sociocultural parameters In the midst of a harsh economic crisis, the structure of Greek society is currently undergoing a lot of changes. In other words, the financial crisis has led to many changes in the spending habits, priorities and perceptions as well as in many other fields that are bound by external variables, one of which is migration. Particularly, the Greek society is split over the issue of immigrants, with an emerging and considerable number of people supporting right-wing extremist, nationalist parties. Despite the understanding and embracing of the Greeks towards pro-immigration causes,this recent trend/change is a significant parameter that needs to be taken into consideration. 4- Politics Over the past few months, political instability was also one of the major issues with a negative impact on all sectors. Specifically, the elections in April and the failure of the political parties to form a government seem to have had an effect on the May 2012 donations. 10
  10. 10. 5 OVERVIEW OF AVAILABLE FUNDING STRATEGIES Every NGO should have a set view on its future. A core and personalized fundraising strategy is probably the most essential part of a non-commercial business model. The correct mix of the NGO fundraising model entails a) retaining the original donors, b) attracting a vibrant mix of project funders, and c) developing independent income streams. Strategy 1: The strategic funding The strategic funding of the NGO comes from regular, reliable funders who make an open-ended commitment to an organization. In the case of MSF Greece, those are “major donors” who are mainly individuals who receive high income and have provided the organization with a large amount of money once; some of them are willing to continue supporting financially the organization in the future or even on a regular basis. The advantages of this approach are numerous as it provides continuity and doesn’t require too much effort to be put into time-consuming fundraising. However, donors are reluctant to enter into too many of these commitments as it leads to ‘silting up’ in their budgets, reducing the proportion of their funds which can be applied flexibly. Having said that, strategic funding very rarely increases in value. The first gift usually dictates the level of future repeated donations. For this reason, strategic funding will usually not grow in size as the NGO grows. It may help to get the NGO created and established, but it will usually decline as a proportion of the future income. Strategy 2: Overheads into projects Apportioning overhead costs into project budgets is a method that helps the NGO divide up its overheads across a number of projects. Each project budget is expected to make a contribution towards overhead. This is sometimes referred to as the business model, as it is a common formula for determining product pricing. Apportioning overheads will always be a significant way of funding core costs for most organizations. For growing organizations the apportioning model is usually the most dominant one. It allows NGOs to grow on a project funded basis and break free of the limitations of strategic funding. But sometimes this can lead to unacceptably high overhead allocations if an organization has only a small range of projects. In the above example, if one 11
  11. 11. project ceases, then either the NGO must find a replacement, or spread the overhead cost across the remaining projects. This can make the project costs unacceptably high for donors. It can also lead the NGOs to develop projects just with the aim to fund core costs. In this situation, it is easy to be ‘funding led’. MSF Greece uses this strategy with the Malaria project, where it seeks donations that would be used especially for this purpose (e.g. a major donor, has been approached to donate for the Malaria project after his company - well known shipping company - donated to the organisation in 2012). Strategy 3: Self-generated income The self-generate income strategy is where part of an NGO’s core costs are funded by activities within its own control - where the donors don’t specify how the funds are to be applied. There is no connection between the levels of income from these forms of fundraising and the numbers of operational projects. The sources of self-generated income should be entirely independent from the levels of operational activities run by the NGO. At the moment, MSF Greece lacks organizing consistent and effective fundraising events or actions. The organization is working towards reformatting its fundraising and marketing plan trying not to limit it only to conventional communication methods. Strategy 4: Developmental funding In the developmental funding approach, the core costs have increased substantially as the organization has grown. The core funding from the projects is insufficient to fund the increased costs. The NGO has to fund the investment in the organizational infrastructure. This can achieved through developmental funding. This is where a donor agrees to invest in the transformation of an NGOs infrastructure for a defined period. The funding can be applied toward core costs and it is explicitly intended to help an NGO transform and grow. On the other hand, it is crucial to have an agreed ending of the funding. By its very nature this form of funding is time limited. The donors usually have been previous supporters of the cause and they may well want to take a ‘break’ in funding after the development period. For this reason it is a good idea to build in plans for selfgenerated income into the developmental funding proposal. Developmental funders will need to be re-assured that your organization can meet the increased revenue costs of an expanded NGO. Investing in self-generated income (from one’s own resources) will help achieve this. It is perfectly 12
  12. 12. reasonable to ask the developmental funder to pay for the investment costs of one’s self-generated income programme. MSF Greece has initially been founded under the umbrella of a specific culture that promotes assistance provision to people in need without access to health support and relevant infrastructure. However, the evaluation of current fundraising strategies has revealed the need for the organization to re-evaluate and re-form the current strategies of communication; this would eventually require adequate training of staff and reorganizing the structure of the NGO. Strategy 5 : Cost cutting The fifth strategy presented herewith does not revolve around clear cut fundraising, it is rather an astute financial management practice aimed at reducing core costs to an acceptable minimum. Securing gifts in kind and volunteers are excellent ways of minimizing costs, as long as these gifts and the volunteers are effective in ensuring that core activities are delivered. However, constant attention has to be given to the cost of negotiating gifts in kind and of training and supervising volunteers. Sometimes, it’s easy to spend more time and money managing these additional gifts than the value of the savings actually offered. MSF Greece seems to have significantly limited those expenses, as all wannabe volunteers have to go through a strict evaluation process which involves assessment measuring their ability to communicate effectively in foreign languages, work within teams, be flexible, manage stressful circumstances and be available to assist the organization when an emergency situation occurs. Having said that, the information and communications technology (ICT) costs, includes any communication device or application, encompassing: radio, television, cellular phones, computer and network hardware and software, satellite systems and so on, as well as the various services and applications associated with them, such as videoconferencing and distance learning.) - especially communication costs- can be significantly reduced through the use of new tools and a VOIP based communication. No matter what your fundraising model or your organizational priorities are, funders want to know that an NGO is credible before they reply to its request for funding. Establishing credibility doesn't take money, but it does take time, effort and personal attention. First and foremost, a successful NGO is a very good networker with formal and informal relationships supported by local media, universities, associations, regional government offices. Hence, it requires effective interactions both at the business and personal levels. In addition, the online presence of the NGO has to be clear and 13
  13. 13. easy to navigate through, with a full range of information about the organization such as its field of work, mission, objectives and project descriptions. Transparency is achieved by including fiscal years’ budgets, and message targeting by plugging smart content into the website. Bottom line: every single visitor has to “recognize” a piece of information relevant to his/her background and personal endeavours. Donors give money because a) they want and b) because they’re asked to do so. 6 THE INTERNAL vs EXTERNAL ENVIRONMENT OF MSF Breaking down the reasons, the stakeholders and the future actions move fast toward economic autonomy, the internal v external environment cleavage could help us get a better understanding of ongoing dynamics inside and outside the organization. 6.1 Internal environment In order to get a better perspective of MSF, a well-rounded view is required on its internal environment. In particular, the following factors must be examined: a) actions and priorities of the organization, b) profile and competitiveness, c) supporters and donors. 6.1.1 The organization MSF provides almost full medical coverage to people in need all over the world. More specifically, the regions of operation span from Africa to Asia and Europe, as well as South and North America. The organization deal with natural disasters, epidemics, long-term crises, displaced populations/ migrants, warfare, emergencies and restoration of disaster zones. The actions of MSF cover a wide range of health-related areas as well as the welfare of people. Some of them include diseases that were considered “rare” or “disappeared /(long gone)” such as cholera, meningitis, malaria and measles, while others fend for anything from vaccination to famine, and water purification to sexual education, to name just a few. 6.1.2 Target Audience 14
  14. 14. While MSF enjoys high awareness and good reputation amongst all Greeks, the primary age group of donors is the one of 45-54 (according to the 2009 research). At the same time, the younger age group of 18-24 years is mainly non-donors which hints towards a potential new focus, considering that younger people tend to be more idealistic and keep a “romantic” attitude towards helping others and helping make this world a better place, despite their low income. Furthermore, the youth of today will in time turn into the future elderly, something that could lead to a more proactive finding of donors, rather than the current (reactive) one. Two more clues that could be of utter significance (audience-wise) concern the distribution of donors all over Greece and their education level. As far as the former is concerned, the majority of “MSF Greece” donors live in Athens (40%), while barely 30% lives in rural areas. This points to intensification of operations in the countryside, which may also require education prior to this, as well as active integration of these areas in the general IMC plan. On the other hand, the bigger slice of the pie of MSF donors is occupied by higher/highest education level individuals. As a result, this could serve as a filter to the dispatch of cold mailings in the future, should they be retained. 6.1.3 Positioning “Where there’s need, there’s MSF.” 6.1.4 Comparative Advantage MSF is a unique NGO with a strong code of ethics and value system. It is also significant that it is recognized by other organizations as effective, in terms of well-organized operations (“getting the job done”). Finally, what may also distinguish MSF from other NGOs is that it filters the donations it receives. 6.1.5 The Voice of your Eco-System 6.1.5.1 Volunteer’s Perspective Based on our discussions with internal and external stakeholders, here are the main points made regarding the fundraising strategy and prospects of MSF, as well as specific suggestions that could 15
  15. 15. be incorporated in the course of actions in the near future. The interview conducted with an MSF volunteer and proved to be of special interest. In this interview the focus was set on the emotional part mainly. The MSF volunteer was a nurse volunteer for infectious diseases and epidemiology in the Balkans, Armenia, Caucasus, Serbia, Bosnia, Fyrom, Kosovo, Columbia, Latin America and in many other places. The main point of this interview was that in terms of values, saving a life is the most important thing in the world. Therefore we should be focusing on this statement in order to attract future MSF volunteers since this position can provide the starting point for the messages MSF wishes to communicate to all prospective audiences in the future. According to the MSF volunteer, it would be easier to attract doctors and nurses and persuade them to become MSF volunteers by boosting the major significance and the scope of their occupation. This can be done by approaching relatives, close friends and people from the close social network. The MSF volunteer believes that MSF should renew or replace the existing communication methods and find ways to reinforce the NGO’s reputation/popularity. In the end, he mentioned some successful concepts that they had used in the past such as “Trailer Concept” and the music festivals. 6.1.5.2 Corporate donor’s perspective The interview with the Head of CSR (Corporate Social Responsibility) of a retail market company was revealing of the general status MSF enjoys within corporate organizations, and reinforced its image as a trustworthy and reliable NGO. The company supports MSF and has been a donor for more than four years. Although the company donates to other NGOs alike, still, it maintains a special relationship with MSF in terms of the company’s corporate social responsibility. Delving deeper into the gist of the interview, according to the interviewee, people keep a low profile but they do not consider themselves adequate so as to express their opinion on this issue. However, there was a suggestion about finding something easier to attract people in order to make donations; something easy, fast and without a complex process, and thus, suggested text messaging. It is also worthwhile to mention that many corporate donors do not want to mention nor communicate their donation initiatives. Nonetheless, they suggested that some clients may be influenced by this. Rather, they do share the frequency of donations without sharing the respective sums of money. According to the Head of CSR it would be better for MSF to further boost its actions within Greece as compared to abroad. The Head of CSR also suggested that it would be better to be more active in Greece sharing widely the full scope of its activities abroad. In this context, provided that there is a 16
  16. 16. well-thought and carefully planned concept, co-branding could be a good tool with positive externalities for the company. 6.1.5.3 Major Donor’s perspective The Major Donor interviewed has been a donor since 1975 when she started donation to the MSF cause in Paris. Because of the trusting relationship she strongly believes in the mission of this organization and is very sensible to its actions. A psychoanalyst by profession, she believes in human life and aid. With regards to other NGO’s she supports Action Aid (adopted 4 children) and WWF, but she is closely related to MSF because of her work. It is significant to note that she offers her services (psychological support) to MSF volunteers when they come back from an action abroad. This donor mentioned that when she came back to Greece, it was her who approached MSF, not the other way round. Moreover, after she had made the first donation in Greece she did not hear from MSF and it was her, who approached the organization again. After so many years of donations she maintains a friendly and close relationship with MSF. In terms of communicating with donors, the donor is satisfied about the hot mailing but she strongly believes that they should use new methods in order to promote their actions. An effective way for doing this, would be by being more active in Greece, not only with articles but also with videos, documentaries, use of internet and more events. She believes MSF should focus on activities oriented in the countryside. Areas like Patra, Crete, Thessaloniki, Larisa and Volos are not affected so much from the financial crisis. Moreover she believes that many people in the countryside do not even know about MSF and she shared a variety of examples in that regard. Therefore, she recommended that MSF should focus on the countryside and find ways to promote their action there. When asked whether she would like MSF to make a tribute to donors through special publications, placates or other means, she mentioned that she does not want to advertise in any way. She wants to help MSF and keep her anonymity. 6.1.6 SWOT ANALYSIS SWOT analysis is a strategic planning method used to evaluate the strengths, weaknesses/limitations, opportunities, and threats involved in a project or in a business venture. It 17
  17. 17. involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. Setting the objective should be done after the SWOT analysis has been performed. This will allow achievable goals or objectives to be set for the organization. Strengths are characteristics of the business, or project team that give to it an advantage over others. Weaknesses (or Limitations) are the characteristics that place the team at a disadvantage relative to others. Opportunities are the external chances to improve performance (e.g. make greater profits) in the environment. Threats are the external elements in the environment that could cause trouble for the business or project. Strengths The well-respected history of 22 years of MSF partly explains why the NGO is one of the most active organizations in the sector. As such, it has earned very high awareness from people of all age groups, regardless of the target audience. Among these people, the integrity and trustworthiness of MSF, as well as the deep appreciation of the mission of the organization which neither discriminates nor depends on funding by the state, have led 8 out of 10 people to express satisfaction from the MSF programs. Weaknesses Medecins Sans Frontières is an NGO which is active mainly abroad, and not as active in Greece. This means that its action is oriented to what many companies may seem disinterested to fund (ie. non-domestic operations). These programs are not rated as “first priority” for companies in Greece especially this period (for instance, recession has led to 15%-25% decrease of the disposable income of Greeks). Moreover, despite the high level of awareness there is still a lack of deeper knowledge around the exact mission of MSF. It is also worthwhile to mention that 2 out of 5 have stated that have absolutely no idea what MSF programs do. The remaining percentage of donors discontinue their donations/support, due to the undifferentiated, standardized communication methods of MSF. Moreover, besides the weakness in the means of communicating their message, MSF is rather latent in addressing society as a whole and, instead, is focused on isolated efforts to approach major donors and organisations. As a result, this does not help build a strong, healthy database of donors who - at their own discretion - will be there for the NGO. Even more so, there 18
  18. 18. are only a few annual events in which MSF participates throughout the year, especially when some of these are of a smaller scale (eg. local level). There is high evidence to suggest that the root of the communication disadvantage may be traced back to the way MSF contacts/approaches its donors (corporate/major/individuals) in that it may need to tailor its presentations and suggested plans of activity to the culture and requirements of a company, instead of using a generic communication model. It is worthwhile to mention that, as far as the competitors are concerned, other NGOs have extremely aggressive communication methods and can raise much more money compared to MSF thanks to their extroverted approach towards their donors. This happens because a good number of these NGOs are active in Greece and their programs are based here as well (ie Chamogelo tou paidiou). Last but not least, there is an extremely limited Corporate Fundraising budget and that makes it even more difficult for MSF personnel to attract more donations. Strengths and Weaknesses The general context in which MSF operates does not pose create new opportunities in the context of the SWOT analysis, nevertheless, there are certain cases which puts forward ideas of improvement and future development. ActionAid - Medecins Sans Frontières To begin with, ActionAid may pose a threat in that it claims to have an agenda similar to that of MSF, which may generate confusion to all audiences. More specifically, ActionAid starting from the “Foster Parent” project and extending as far as providing people in need with food and water or fighting HIV/AIDS, may have been a little too fast to diversify its scope. This could be a good opportunity for MSF to revamp, reinvent and reintroduce itself to all audiences. Besides, the trustworthiness of ActionAid has been questioned a number of times until now, whereas MSF have maintained a clear record for the organization. It should also be kept in mind that ActionAid bears the same colour identity as MSF (ie. red-white-black) which may in turn add to the equity of ActionAid via a subliminal connection to the integrity of MSF. 19
  19. 19. Medecins du Monde – Medecins Sans Frontières Turning next to Medecins du Monde (MDM), there is a considerable number of points we need to take into consideration. Initially, the name of the organization is in French (as is that of MSF) and its translation is used widely in the Greek context (“Γιατροί του Κόσμου”). It can be deducted thus, that the two organizations are affiliated, especially if one considers that Medecins du Monde may be perceived in the minds of donors as the mother-organisation of Medecins Sans Frontières (due to the umbrella term of the former). its website is definitely less attractive than MSF’s. Particularly, the format of the site of MDM is similar to that of a blog, while the latest posts are two years old. Chamogelo tou Paidiou - Medecins Sans Frontières The positioning of this NGO is very specific as it is active in a very narrow and specialized field, that of child protection, especially in Greece. On the other hand, the MSF is oriented to humankind through its universal actions, therefore there is no direct threat to the MSF. Nevertheless, in terms of Chamogelo tou Paidiou being another NGO drawing money from the broader pool of money intended for donations to NGOs, there should be discrete guidelines so as to face the deriving competition., in favour of MSF. UNICEF - Medecins Sans Frontières Even though the orientation of UNICEF is similar to that of Chamogelo tou Paidiou, its scale is different (global scale). What may be considered as an imminent threat is that the vaccination and protection of children may be common with the images communicated by MSF. 6.2 External Environment In order to design a detailed plan of actions for MSF, it would be central to get a good grasp of the external environment and provide a thorough examination of, namely a) the competition it faces from other NGOs, b) the details (profile) of the target audiences such as major donors and corporate fundraising and finally, c) the general context. a- the competition 20
  20. 20. With regard to competition, there is a top 4 of NGOs that claim a slice of the pie of donations in Greece, in particular, Action Aid, Chamogelo tou Paidiou, Medecins du Monde, and UNICEF. Overall, the target audiences of the aforementioned NGOs mark various percentages in all three age groups (18-34, 35-44, 45+), with Chamogelo tou Paidiou ranking first in the overall performance at 30%. Following this, UNICEF comes second at 23%, especially in the younger age group, while ActionAid and Medecins du Monde come fourth and fifth respectively, after the MSF. Having said that, it is significant to draw a map/outline of the positioning of the given NGOs, in order to be able to conclude on the USP (Unique Selling Proposition) of each of them. The positioning of these NGOs will be defined in terms of their programs and activities. ActionAid is active in matters of food and water, HIV/AIDS, emergencies, women’s rights, peace, and the “Foster Parent” project. This pays an 80-90% resemblance to the positioning of MSF, as well as that of Medecins du Monde (MDM). More specifically, MDM seems to carry out the exact same programs as MSF in similar destinations. On the other hand, the programs of Chamogelo tou Paidiou and UNICEF are child-oriented and provide food and water, psychological support and protection from trafficking, among other things. As a result, there is the emergence of a unique feature for each of the NGOs which helps them stand out and gives them a distinct space in the minds of donors. Specifically, the main characteristic of ActionAid is the “Foster Parent” project, while that of Chamogelo tou Paidiou is child-centered activities in Greece, as opposed to the worldwide scope of UNICEF. Lastly, MDM claims to be a “genuinely Greek” organization. Finally, the promotional tools that each NGO employs are indicative of the target audiences it wants to reach. UNICEF and Chamogelo tou Paidiou are geared towards social media (Facebook and twitter), while the latter also offers a number of SOS hotlines as well as a Mobile Polyclinic van to provide services. By contrast, ActionAid employs a TV spot, an online blog, a Facebook account, as well as ambassadors to reach its audiences, whereas the MDM has launched an emotionally appealing TV spot with high ad recall rates. 21
  21. 21. 6.2.1 The Integrated Marketing Communication Plan IMC intro The Integrated Marketing Communications (IMC) plan is the outcome of the selection, combination and integration of all the available and meaningfully related tools of communication over a given period in a way that ensures efficacy and optimal use of resources. The relation between current and future strategies is portrayed in the matrix below. Improving the current communication strategy The current communication plan of MSF with its donors involves hot and cold mailings four times a year (April, June, September and early December), a magazine once a year every January, as well as the “Anti Dorou” campaign to all corporations in October. To begin with, it should be noted that these mailings are not inexpensive and that, given the current situation of MSF in Greece, a reduction in their frequency should probably be considered in terms of cost-efficiency as well as effectiveness of the message sent. More specifically, in order for the message to respond to the requirements for which it was designed, it should be carefully manipulated and communicated 22
  22. 22. throughout the year and the various occasions, so as to avoid saturation of the message (see burnout of message). Subsequently, keeping a critical eye to the above schedule, it can be noticed that hot and cold mailings reach their donors in what one may see as “too many times a year” (4 times). Thus, it follows that the reduction of hot mails from 4 to 3 or 2, should be distributed in the year in such a way so as to achieve optimal use of tools and messages. As far as April and December are concerned, hot mailings should be by all means retained, given their “strategically meaningful and purposeful” point in the calendar. On the other hand, both June and September seem to be temporally awkward provided that these precede and follow vacation time when business is rather slow in most sectors, or businesses reschedule/reorganize for the new year. Subsequently, the proposed strategy recommends 2 gradual, successive rollouts of hot mailings over the span of a three-month period (March to May) diffused in the corporate world. However, instead of them being released simultaneously –as was the case- it is suggested that this be done in two stages. In this way, the MSF will use phase difference in order to prevent or benefit from external conditions that may hinder or boost performance of the MSF/donations. With regard to the magazine which reaches donors at the beginning of the year, it is considered cardinal that this method is kept and continued for a good number of reasons. Initially, the magazine/newsletter serves as a reminder of the NGO. On another level, the newsletter communicates the actions of the NGO in the past year while, at the same time, it sets and shares the priorities/actions/plans of the NGO for the new year. Finally, it helps engage the donors in the NGO’s future activities, by building on a solid relationship expectation. As far as corporate methods of approach are concerned, one of them is “Anti Dorou”, the concept of which revolves around making a donation instead of exchanging corporate gifts at Christmas time. Until now, the idea has been for the MSF to release this suggestion/gift idea in October so as to allow for time for the decision-making process by Christmas. The new proposition involves releasing a “teaser” of this “Anti Dorou” campaign in one of the two preceding hot mailings, and officially introducing the concept in the hot mails of October/November. In this way, the “teaser” will serve as the first stimulus that will familiarize the donor with the campaign, and the “official” 23
  23. 23. one will serve as the actual, tangible idea, which will also be presented in a classy, glossy format, and as such, will be more likely to be well-received. 6.2.2 Objective S*M*A*R*T Taking into consideration the problem breakdown, the objectives that derive are those described below. Firstly, MSF has to take immediate action in order to come out of the downward trend it has been showing/is estimated to show in the total revenue, by the end of 2012. At the same time, it is critical that MSF make as many people as possible aware of the NGO and its actions, so that their database of donors expands within the next year. Therefore, suggestions have to be made with regard to finding innovative and directly applicable methods of approaching new and old corporate supporters and major donors. Among the targets are the increase of corporate participation in income at least to the 2011 level, as well as turning to major donor fundraising for the main source of revenue for both 2012 and 2013. Finally, an exploration of the matching strategies is deemed indispensable/essential to amplify awareness on malnutrition combining new and old methods of approach with a three month span. The design of a strategy for the general awareness on the NGO’s actions, applicable the next year is essential too. 24
  24. 24. 7 TOOLS AND IDEAS FOR SUCCESS In this part of our strategy FL will present and analyze new ideas, tools and actions in order to improve the donation performance of major donors, corporate donors and build awareness within the general population. A strong ally throughout these strategies and actions is the media system of the country, including press, free press, TV, radio and most importantly the internet. Although most of paid time is out of reach for normal, commercial campaigns, the privileged legal framework governing promotional activities of NGOs is a huge asset to explore. 7.1 Part 1 – New Tools for Major Donors Major donors are those donating more than 1.000€ per year and are a key fundraising source of MSF. As a result, a special treatment must be used for this particular target group. It is obvious that the ways that will be used are much different than those of corporate donors.The main target is to approach them in a way that will make them feel unique and responsible for the success of the NGO. Below are presented five different ways to attract major donors and to achieve a long term donation from them. 1. Gala for Major Donors The “gala” span of activities will focus on existing MSF actions with an additional reference on upcoming programs/actions. This event will be an excellent opportunity to analyze the current problems that the NGO faces. As a target group we consider existing and old inactive donors who have made a donation during the last five years. In this audience, additionally to the major donors, journalists should be present to the gala along with people from the media, volunteers that have participated in a mission and finally, MSF management personnel. In this context, MSF will develop stronger and friendlier relationships with the major donors. Benefits It is a great opportunity to gather all major donors under the umbrella of an informative event. This may reinforce the NGO’s scope. This kind of events will also show to the major donors that all these years their donations contributed to “make world a better place’’. In this way, the major 25
  25. 25. donors can also get an idea about the upcoming events/programs. Gala events with major donors strengthen interpersonal relationships between MSF in a course of actions that represent an immediate and fast way to collect donations more effectively. Major donors are usually people with increased needs for attention and personalization of strategies, hence a special behavior/treatment is needed. Limitations In this context, there are two things to keep in mind. Firstly, there is a remarkable difficulty in both approaching major donors and ensuring that they will blend in an event. Secondly, mid-level donors could envisage such an initiative as a provocation with negative connotations (negative impact on the NGO recognition). Moreover, this gala has a variety of limitations such as: the low profile of the NGO (the NGO in not lifestyle oriented), there is a fixed budget and the sponsors are unique. What is more, there is a chance of being unsuccessful by having limited participation and it is extremely difficult to schedule it earlier due to imponderable factors. Communication strategy This event refers to upper-class donors, therefore a special way to approach donors is required. In this part it would be better to keep this event slightly under the radar, without exposing it widely. The main approach will be to send invitations to upper-class donors (personally, confidentially) and also making call invitations. In the audience there will be volunteers that have participated in a mission, MSF management journalists and media coverage but the whole event will be published after the event has been completed. Target Group By this event, we focus mainly on existing and old inactive donors who had made a donation over the course of the last five years. This gala will be a great opportunity to improve relationship between MSF and existing major donors. Budget As we mentioned before, this event refers to major donors and this gala requires a mid-level budget. It is a good (mid-level budget) investment and refers both to the short and long term horizon. Main 26
  26. 26. costs are related to catering, hotel/conference room, audiovisual equipment, souvenirs, flyers and invitations/leaflets. In most cases the hotel provides the conference room without paying any fee. But MSF has to use its staff and pay people from the hotel’s catering. Assuming that ten more people will be needed for this service, the cost range around approximately 30* 10=300 €. In case of audiovisual equipment, the hotel may provide this equipment therefore there is no cost. But in case we have to rent this equipment, we will have to pay around 1.000 €. Invitation cost will be also minimal because it will be sponsored. Catering cost per person will be around 30€. Than means 30 (catering cost)*500 (number of people) = 15.000€. There is also a souvenir cost which estimated to be 500(pieces)*1(cost per unit) = 500€. The delivery cost of invitations is estimated at 300€. Maximum Total cost: 300 + 1000 + 1325 + 15.000 + 500 + 300 = 18.425 € 2. Participation in Annual Events As an annual event is defined any social, economic or athletic activity that takes place once a year or even in some cases at longer intervals, but always periodically. These are open events where anyone can participate, meaning the middle class up to the most affluent people of the country. Among these events could be the following: Classic Marathon, Thessaloniki International Trade Fair, Olympic Games, Championship, Posidonia, Cup football final, Cup basketball final, Tsiklitiria, Vardinogianneia, Athens cycling tour. By “participation in annual events” that Corporations and/or Major Donors attend, it is suggested that the MSF will be discreetly present in organized events. Benefits There is high probability rather than mere possibility that big donors will be there. In particular, by domino effect, many if not most of the attendees should contribute to the fundraiser. Nonetheless, the presence and communication of the MSF actions there is critical for the outcome, making it crucial for the MSF to be well-prepared (presentation skills, communication). In this way the MSF image, brand and logo are not at stake, left intact (since things are done the silent way and the MSF will receive little or no media coverage, while making the wider community aware of the organization’s activity to the desired target group), at no or low cost for the NGO. 27
  27. 27. In addition, creative actions such as having an athlete running for MSF’s benefit in Classic Marathon or running a well-organized “highest bidder” aim to bring major donors within MSF community. In any case, it is a unique opportunity to communicate with people that cannot be easily contacted. Limitations MSF has to exhibit their activity in a distracting environment and within limited space, therefore a thorough preparation is needed before reaching the event. Apart from volunteers or the “face to face” team, members of MSF’s management team, must be present to provide further support. Another critical reason that might affect the desired effect is the presence of other NGOs, especially if their activity is currently more widespread (i.e. Chamogelo tou Paidiou). Another drawback could be the contraction of the upper class donors to participate in open public events planned by MSF in order to extract donations. Communication strategy Ιn order to achieve a higher awareness of the presence of MSF in these events, the administration should cater to send newsletters to local media informing for their participation in this event (The communication of the participation of the MSF will depend on the type of the annual event; “open” (Marathon) VS “closed” (Posidonia). For the first option (open event), any means of spreading this message is necessary, like Facebook, Twitter, Linkedin, MSF website advertisement and announcement in the internet. Furthermore, all moves should be mastered skillfully, eg. informing through newsletters the corporations participating in the event and at the same time the local authorities and the related institutions. Media coverage is very important before, during and after the event and the best outcome would be managing to interview a major donor/ corporate representative. Target group The audience attending annual events varies from corporates launching their products and activities to middle and upper class people, intellectuals, scientists that may be potential donors. In such a mixed audience any kind of donors should be expected: existing, old inactive, new. 28
  28. 28. Budget The highest cost is the rent needed for a kiosk (if needed) which mounts up to about 700€ to 1000€. Except this, there is a 500€ cost for audiovisual and technology equipment, plus the cost of the leaflets and souvenirs that could be easily sponsored. * The remuneration of staff is included in the annual budget of MSF. ** These kind of events have direct return to income and can be easily characterised as short, mid or long term action. Case study: participation in Thessaloniki International Fair In this annual event we expect to approach mainly major donors such as companies and entrepreneurs (but not only this category of donors). The ultimate goal will be to sensitize new major donors. To achieve this, the MSF management has to be in prominent and easily distinctive place, willing and capable to inform the high level executives about the NGO’s action. The MSF team will stand at a certain place, the MSF kiosk, which be visually and technologically equipped. This means that a video player showing MSF’s actions and some kind of platform (e.g. i-pad) in order to collect donations are needed. The volunteers and the ¨face to face¨ team are there to inform for a specific programme that currently runs and tell people they can contribute in various ways either by just giving an amount or by taking part in more alternative activities (ecrowdsourcing). When leaving the kiosk everyone must take a souvenir. Any sponsorship must be prominently displayed. The cost of this event is not very high. According to real data the costs are approximately the below: Kiosk rent: 700€-1000 € or zero if it is provided from the Exposition Audiovisual equipment: 500 € Technology equipment, in our case an i-pad is needed that will cost around 200€ Leaflets’ cost: 0,50€ * 3000 (items) = 1500 € Face to face team: included in the annual budget of the organisation (it should be clarified how many people can travel to such an event without overcoming the annual budget of MSF for staff, including travel needs of management) Souvenirs: 500 € for 2000 cards The maximum cost is estimated at: 1000 + 500 + 200 + 1500 + 500 = 3,700€ 29
  29. 29. Note: This cost is an average maximum cost for the first day. For any extra day you have to take into consideration an extra amount of 1000€ which is the cost of rent. 3. Adoption Programs This is a strategy which includes the commitment of a major donor or a group of major donors who will be responsible for funding a specific programme or activity of the NGO from the beginning till the end, e.g. Cover the costs of treating malaria disease in Peloponnese area in Greece. Benefits The major donor is acknowledged by the wider community. Adopting a specific programme ensures quick and more effective implementation of the proposed actions because the source of funding for the specific project is more direct and well defined. The organisation does not need to spend time to allocate funds from a general account. In case of urgent situations the specific source of funding allows quicker response to the needs of the project. The major donors feel more confident that their funds will be utilised for a specific project because they can have access to the programme’s accounts. Any extra money can be used for similar projects given the donor’s permission. Limitations Before “adopted”, the NGO must provide full cost breakdown for the project and then advertise it to possible donors or organisations that would be willing to provide full funding. Then the donor will usually have to get in line with the project cost. Moreover, the cost of big projects is usually very high and therefore it is difficult to find a single donor. In this case, collaboration between more than one donors should be established; therefore effective matchmaking is required between the available donors. The NGO may have limited power on the decision making about how the money will be spent within the project. E.g. in case there is a funding gap in another project the money cannot be transferred there. Communication strategy The NGO will use this program as an additional leverage to convince donors to come on board with actionable and time sensitive options. Instead of just contributing money in general, donors now will have the opportunity to contribute toward a specific goal, hence creating a feeling of concrete 30
  30. 30. ownership of the results and the efforts. Additional publicity of names and brands that have back an “adoption program” is also a strategy to take into account, should the benefactor wish to see his/her name on a list of special contributors (not always the case, though). In this context, the donor is recognised by the local community and may be announced as local benefactor. Target group The NGO should mainly aim at approaching donors of older age with high income. Local high income families are also potential targets since those have an additional motive: assist the development of places near their home towns (geographic based donation). Case study: “Malaria” project at Peloponnese area in Greece This is an important issue mainly faced at the Southern parts of Peloponnese that needs immediate consideration. The southern part has recently started being developed and therefore maintaining a stable growth of tourism is a viable requirement. Therefore health issues and maintaining a feeling of security against epidemic diseases is very important. Local investors would be potential supporters of any programme that aims at developing the living standards of the Peloponnese. Budget The estimated expenses that have to be taken into consideration are firstly related to the advertisement of the NGO. Flyer or brochures that advertises MSF actions regarding specific needs will cost approximately 0,47 per unit and the cost of the invitations is 0,50 euro per unit. Moreover, there will be expenses such as tv or radio advertisement to promote events held on behalf of the organization through the sponsors. In addition, travel expenses to meet up the local investors or accommodation costs will be estimated almost at 400-500 euros. 4. Calendar Partnered Actions Calendar Parented Actions are events that take place on specific days during the calendar year. The NGO can approach major donors and organisations that can provide joint funding for events held on specific global or national awareness days. 31
  31. 31. Benefits The NGO can take advantage of national and international awareness days, when it can organise Interrelated events. The co-relation with particular dates or periods within the calendar year would help the NGO communicate more effectively its work and therefore can be organized around annual (regular) events. When an event is related to a well recognised cause it ensures easy access to possible donors, as large number of people attend an event with a particular purpose. Donations are more likely to be received by people that are emotionally related to that date and the popularity of the organisation is further reinforced. Limitations Calendar partnered actions usually attract small donations rather than concentrated large amount of money, while some calendar events are not popular enough. The communication and approach methods should be carefully studied in order to comply with with principles set by the other organisations and convince them to include fundraising for the NGO. Communication strategy The actions of the NGO have to be clearly showcased during the event by a respectful and trustworthy representative, i.e. a well-recognised individual, such as an artist or a local principle. While advertising the event, it must be clearly stated that the MSF is being present and that it seeks support. Target group Major donors and organisations who are emotionally related with that specific day. Budget The expenses surrounding the organization of an event such as the audiovisual material and the rent for an event room will be almost 900 euros for a high capacity room. The rent usually is for free. Moreover, costs for brochures that advertises the NGO and describes the theme of the day will cost 0,47 euros per unit so the total cost depends on the number of flyers. Finally, drinks for the guests will be either a sponsorship or will cost no more than 200 euros. 32
  32. 32. 5. Global Targeting This strategy includes the contribution of people who are Greek and live abroad or those who have a sensitivity for Greece and everything that take place there. Benefits It is obvious that this strategy will attract Greeks who have high income that especially wish to contribute to help Greece overcome the current recession. Limitations It is difficult to establish contacts with Greeks abroad, as it requires having credible liaisons that would promote the action of the NGO effectively. Communication strategy During National anniversaries and religious celebrations the NGO should be involved in events organised abroad. Target Group The target group that the NGO addresses in this way is mainly Greeks that have migrated abroad. Moreover, every person independently of his region or religion who wants to help the NGO and is affected by the Greek crisis.This category includes also Philhellenes who are prone to everything that is related to Greece. Finally, Greek communities and the orthodox church are both significant sources of donations. Budget The exact cost cannot be estimated because of the variety of ticket prices. In addition the NGO will need to advertise the events using diverse marketing material, such as brochures, radio or TV and local newspaper coverage that will be maybe for free apart from the brochures that cost 0,47 euros per unit. Furthermore the organisation of the event includes several other expenses related to venue hire (usually it is a sponsorship), audio-visual equipment which costs almost 900-1000 euro for a 500 people capacity event room, catering, invitations to guests (0,50 per unit), organising the 33
  33. 33. accommodation for any VIPs and other participants of the NGO’s event. Finally, inviting guests from abroad might prove to be a big expenditure as most guests would require to be reimbursed for their travel expenses. The travel costs can not be exactly estimated because of the lack of the information. Generally this tool for attracting major donors is expensive if sponsorships don’t exist. 7.2 Part 2 – New Tools for Corporate Donors The strategies for corporate donors refer mostly to partnerships with some companies and an NGO and methods of approaching corporations as tools to stimulate their donation. For complete strategies, as opposed to individual projects, creating options means positioning the NGO in such a way that a wide array of opportunities become available. MSF can take advantage of strategic partnerships to utilize other company's strengths, create awareness to a wider audience, create word of mouth and build a trustworthy relationship with big companies which may be potential donors. Traditionally, most of the big companies try to show their social responsibility. What is more, it is very important to find attractive approaches to the companies, which try to reduce their costs due to the economic crisis and this fact makes harder the mission of the NGO. Below we try to analyze some of the possible strategies. 1. Linked in Social Network A new, integrated marketing strategy to build a list of corporate profile list of donors through LI, taking advantages of social networks and viral strategies. This would be a two-fold approach, using a) a tailored list of pre-existing, ongoing and new corporate donors and b) identifying their contact information and profile through all available information on the social network. Benefits Most companies’ executives have a Linked-In profile. On top of that, most corporate entities do have a permanent presence on social networks to raise awareness and target their message to the corporate environment. Thirdly, these actions do not require additional consulting costs nor external advisors, and the program can be run internally making optimal use of current personnel. Networking with companies-targets that want to improve their social profile with no integrated costs is an interesting strategy, along with their employees who regularly 34
  34. 34. receive updated messages and information on their corporate group. A hands-on way to identify and engage electronically high level stakeholders within corporate entities usually not easily accessible through cold phone calls or other traditional means. Targeting corporate entities pre-includes a subtargeting strategy of looking at their employees and people related to it. Limitations This strategy requires an active online engagement through LI, meaning that already existing ressources would have to be attributed to this project. This platform is specialized for employee searching & recruitment but could eventually also be used for b2b corporate communications between charitable organizations and donators. Finally, not all companies or senior execs maintain a profile on LI, meaning that these actions are the bottom base of the pyramid but should be extended elsewhere as well. Communication strategy Directo messages to LI accounts, following this script. “Hi, we wanted to give you a heads up regarding our new corporate program XXX that involves high level corporate stakeholders of the Greek business ecosystem. We thought that YYY could be interested in it in order to explore options of mutually beneficial channels of actions. Let me know if we could send you a detailed proposal regarding YYY through an email. Many thanks, MSF” Target group Companies and their employees that have a corporate profile on the social network LI. Budget There is a free option as well as a businness account that cost 179,40€ annually. 2. e-Crowdsourcing Crowd funding or crowdfunding (alternately crowd financing, equity crowdfunding, or hyper funding) describes the collective cooperation, attention and trust by people who network and pool their money and other resources together, usually via the internet, to support efforts initiated by other people or organizations. Crowd funding occurs for any variety of purposes, from disaster 35
  35. 35. relief to citizen journalism to artists seeking support from fans, to political campaigns, to funding a startup company, movie or small business or creating free software. A variety of crowd funding platforms has emerged to allow ordinary web users to support specific philanthropic projects without the need for large amounts of money. Global Giving allows individuals to browse through a selection of small projects proposed by nonprofit organizations worldwide, donating funds to projects of their choice. Microcredit crowd funding platforms such as Kiva (organization) and Wokai facilitate crowd funding of loans managed by microcredit organizations in developing countries. The US-based nonprofit Zidisha offers a new twist on these themes, applying a direct person-to-person lending model to microcredit lending for low-income small business owners in developing countries. Zidisha borrowers who pass a background check may post microloan applications directly on the Zidisha website, specifying proposed credit terms and interest rates. Individual web users in the US and Europe can lend as little as one US dollar, and Zidisha's crowd funding platform allows lenders and borrowers to engage in direct dialogue. Repaid principal and interest is returned to the lenders, who may withdraw the cash or use it to fund new loans. Benefits On the more promotional and marketing side of usability, platforms such as www.kickstarter.com and www.loudsauce.com provide the marketing and the tools to convert crowdsourced money into actionable projects. For instance, Loudsauce is a crowdfunded media buying platform that lets you spread the word about ideas that matter from a medium of advertising that primarily drives consumption to one of civic participation. Their hypothesis is that funding advertising maximizes your individual impact by reaching completely new communities for your favorite causes. In our example, MSF browses campaigns and rewards, and choose an ad that matters. Then you choose your level of funds, and help buy media space in places like billboards and national TV. Then the campaign spreads the word via Facebook + Twitter, and then tune in or drive by as your ad runs. Bottom line, this is a free marketing campaign based on public money that is asked and retrieved online. Transparent actions are lead throughout the process. Corporate donors can contribute toward the goal of a specific project (access to medicine, malaria etc) thus presenting new alternatives to donations. If the money gathered online does not hit the goal toward a specific project, then the money is reimbursed. It creates a safety net for donors and a very specific plan of actions that helps 36
  36. 36. MSF pitch. Social media amplifies the viral effect of the project and creates a multiplier effect that is for free. Limitations Needs a “smart” audience that is already online and is active in similar projects. Communication strategy X needs you. We have the tools. You have the resources. Come with us and contribute X euros to reach the goal of 10.000eur for Y specific action. Target group Younger and e-smart companies who want to see alternative options to see their money go toward a good goal in actionable ways and concrete and measurable processes. Based on the client, MSF can choose to release the name of the donor or not. Budget No cost in terms of money requested by MSF, depending on the platform approximately 10% could be used as direct costs applied to the donated money. 3. Co-Branding with no Immediate Profit Participation in promotion actions of companies in supermarkets etc. as a part of the promotion activity independently. Benefits The benefits of co-branding initiatives are based on a solid engagement of the NGO with the company, showcasing the competitive advantages of the company’s CSR strategies. Furthermore, there in no new cost incurred for the company while word of mouth at the business environment is generated through a regular flow of incoming clients. In this fashion, the NGO “steals” a small part the company’s reputation and trust to add it on its own reputation wagon. The final goal is to build awareness to a wide audience while forging a trustful relationship with the company. 37
  37. 37. Limitations This is a long term oriented strategy with almost no benefits in the short-term period, meaning one gets the burnout (visual saturation) without the profit. By “burnout” we mean that audiences may wrongfully perceive MSF’s retail presences as a token of financial strength. finally, potential negative actions of the company may incur negative effects on the MSF brand. Communication strategy We can have some volunteers to promote the NGO informing the audience for its actions or exclusive missions. At the same time, we can put the name of the NGO next to the company’s name only in the promotion kiosk to attract the potential “buyers” and to inform them through sensitization. Labels writing along the lines of “By giving a little we can offer a lot”, the message can be sent to targeted audiences. Target group Companies producing “Fast Consumption Consumer Products” . Budget No cost, or 30€ per day if we use a representative. We would suggest to find real volunteers of every big town in Greece and employ them for 2-3 hours in order to avoid extra costs and transportation. 4. Video Incorporated Ads Online Ads placed before or during the live streaming of offline events, embedded in the MSF website as well as in the websites of selected partners that wish to reproduce our message. Benefits No cost and free, specific and tailor made space for donors to “brand” an online broadcast. One doesn’t have to do anything special to configure one’s live streams. We create tailor made advertisement space in accordance to the topic and the location of the event, giving more options to 38
  38. 38. existing donors while reaching out to a new audience of ICT related companies that are not the traditional stakeholders involved in MSF donations. Limitations The only limitation lies on the fact on that there should be a connection between MSF, the event and the company’s profile as well as with the multiplier site that wishes to embed the player in their own digital content and website. This creates an extra need in co-coordination among the different involved parties and an integrated plan of their product should be designed and presented to the company. Communication strategy Depends on the thematic topic of the event. Target group Companies with actions related to MSF culture, who wish to differentiate their donation spending and want to be perceived both as CSR friendly and tech-savvy. Budget No cost 5. Online Marketing Tools Customizable, html rich and easily flexible platforms that allow to create impressive e-mail newsletters and campaigns with web 1 and web 2 content, targeted to specific audiences that also allow to measure success metric such as received/opened/replied etc. Benefits In the midst of an economic crisis, organizations need to focus on results and not on high costs. MSF could gradually substitute high, one off mailing costs with smart online marketing tools reaching new audiences, maintaining traditional donors, ride the wave of 0101 and in the long term build a base of active and smart donors that help you re-brand or adjust your own campaigns based 39
  39. 39. on metrics. On-line communication is growing, people often prefer receiving information via emails that are personalized and efficient. Limitations A list of potential donors and volunteers must be created and maintained regularly, the organization has to align its activities with a new online model. Good marketing and copyright is essential to this tool. Communication strategy Specific, tailor made headers and content that needs to be measurable and attractive to each targeted donor. Target group All our donors, new, old and dormant! Budget The budget depends on the number and type of recipients and range with NO cost for no more than 12.000 email / month to a list of 2.000 unique recipients. Their most expensive plan cost 547,40 €/month for 100.000 until 250.000 recipients. 6. Testimonials E-mails containing a questionnaire about donors’ opinions on MSF’s actions and how it communicates it. There will be an option for companies to sign their opinions, so that other companies and individuals learn about MSF support from a more objective source. Benefits There will be an interaction between the two parts, while increasing involvement of donors during filling the form. We will receive feedback for MSF and show that we are a trustful NGO. A domino effect could take place, while potential donors have the chance to read about MSF from other donors’ opinions and get influenced by them while using statistics for advertisements. They will 40
  40. 40. also be satisfied by the fact that their opinion counts and is considered important. Furthermore, there is a potential to send the form with a friendly way to the user. Limitations Unwillingness to fill the form - no feedback or consumers may become suspicious. Moreover, there will be a potential willingness to keep their anonymity. Many people are not familiar with new technologies. Maybe the form could be completed by the secretary, not by the donor himself. This may generate confusion for other supporters, etc. Communication strategy A friendly questionnaire which motivates the donor to complete it. Target Group Existing donors. Budget No cost, all we need is the e-mails of the donors. There would be an effort though to get these emails from the donors. 7.3 Part 3 – Building Awareness: “Retail” Tools 1. SMS Fundraising Sms fundraising is a very useful and contemporary method of action in order to help a NGO. It can be used by a wider group of age and is very easy to use. Strengths It is a user friendly tool since it is very easy to handle and the consumer is able to support the MSF effortless. What is more, this kind of communication creates a feeling of emergency which is usually an act that most people respond to. 41
  41. 41. Weaknesses Sometimes people are afraid to send those sms because they don’t know the cost and they feel the provider will charge them more than once (Charges may occur depending on the mobile service provider). Opportunities The provider may use this method as promotion of its services. By using this method, the provider’s social responsibility is boosted. Overhead cost 1/2 month of mgt, internal cost of existing employee from fundraising department. Other cost 95% goes to the organization according to wind vodafone cosmote partnership Case study vodafone-cosmote-wind ΠΡΟΣΦΕΡΩ 2. Phone Call Fundraising Phone call fundraising can be used by all individuals no matter the age and is the most simple way to act in order to help an action. Strengths Some people, and especially the older ones, are not familiar with mobile technology and computers so they are a need of other ways of communication, like direct calls. This tool has also the advantage that there is a direct communication of the individual with the NGO. Weaknesses Individuals nowadays are usually negatively predisposed about hotlines (090, 80011, etc) 42
  42. 42. Opportunities There is a positive correlation between age and donor giving. Threats People are unaware of costs of calls and they are always afraid of 090 lines. Final cost of service 0 Overhead cost 1/2 month of management, internal cost of existing employee from fundraising department. Other cost 95% goes to organization according to wind vodafone cosmote partnership 3. Online fundraising This method is very common nowadays with a wide response from the people as it is very easy to use just a click away. People specially at a younger age are very keen on using the internet and this method can increase the awareness of MSF at this target group. Strengths The main characteristic of this method is that there is an extended reach to potential donors and that there is a cost-effective donation compared with other methods. Moreover, there is an ease of use, an immediate acknowledge and receipt of transaction which makes it more trustworthy and there is a peace of mind in knowledge that the donation has been received. Weaknesses The drawbacks of this method are that it is very impersonal, something which leads to the fact that it is hard to build relations with the organization. There is also a difficulty of keeping up with the 43
  43. 43. donors due to changing communication detail as well as a difficulty of stewardship over the internet. Opportunities A very interesting opportunity that arises from this method is the creation of e-wom which comes from the sharing of information over the internet. Threats There always concerns about the security which might lead to people not trusting the site consequently not donating. Fixed cost of service Usually 1,5-1,7% for visa and 1,8-1,9% for marstercard per transaction for POS systems provided by commercial banks of Greece. Overhead cost 1/2 month of mgt, internal cost of existing employee from fundraising department. Other cost POS configuration could be charged but is usually free. Case study POS system for commercial banks or paypal 4. VIPs Starts & Social Media Campaigns This tool is very famous and successful that can help a NGO increase its fundraisings from the public. VIP stars are very famous to most people who usually consider them as idols and they follow their comments and opinions. Strengths 44
  44. 44. The strongest points of this method is that there are some opinion leaders that influence many people, and especially young people through word of mouth. Weaknesses One has to find the VIP with the right background and message so that the NGO won’t be affected by the image of the VIP. Opportunities Could influence more young people thus "winning" their hearts and minds for the years to come. Threats Once you engage with them you can't let them go - stable web 2 presence Fixed cost of service 0 Overhead cost 1/2 month of searching and recruiting the vip star form comms dpt Other cost Transportation from/to event or site 500 eur max 5. Keep the Change: Supermarkets Supermarkets are a very public place that attracts people in an everyday basis and that could be a very good ground to begin collecting some funds. There would be a basket at the tills so that people can put the change from their bill. It might be small amounts every time, but at the end of the day, if this can get in practice in most supermarkets the NGO will benefit. Strengths This way is a very effective and quick fundraising solution compared with others. 45
  45. 45. Weaknesses It is very difficult to implement in real life. Also it is an expensive option for medium and low wage customers, plus it creates a limited transparency of the company's finances and where the funds are allocated. Opportunities Customers must be given options to accept or decline the donation Threats Company might lose customers if there is no appropriate information provided Fixed cost of service TBD with bank and co-partner Overhead cost None 6. Keep the Change: Travelling People travel a lot nowadays due to their work or needs. By giving them the option of taking into consideration a NGO like MSF at their tickets is a very interesting approach and can bring large amounts of money per ticket. This way, people get motivated and can do two things at the same time. Strengths It is a very quick solution that will bring large amounts of money per flight. Weaknesses There are many administrative methods and negotiations with the airline companies. Moreover, customers might need to pay by different methods, thus this method is tax and cost dependent. 46
  46. 46. Opportunities May ask for donations from first and business class customers. There is also the opportunity to add advertisements and spots on the airplane screens which will increase the awareness of the NGO. Threats Increased levels of discomfort when a first class customer is pestered to provide donation. Fixed cost of service TBD with bank and co-partner Overhead cost None 7. Keep the Change: Utilities, Telecom Service Providers, Banks Strengths Indirect income from the majority of population Weaknesses People unwilling to pay more to banks and utility bills, Bureaucratic procedure, percentage of the funds goes to taxes? Opportunities Especially for banks, many consumers that get paid straight from the cashier (entired), have the chance to support immediately MSF. Threats Due to the current recession, taxes and bills have gone up too much already 47
  47. 47. Fixed cost of service To Be Determined with bank and co-partner Overhead cost None 8. The MSF Corner: Supermarkets, Hospitals & Schools People are not very aware of the MSf as an organization or of its actions. Therefore, there is a great need of a method to increase this awareness in the public sector and that could be greatly achieved by having a corner in the supermarkets, hospitals, schools etc where people from the MSF can inform people about the organization. Strengths Increased awareness, Sentimental approach to people with similar health problems Weaknesses Needs agreements with hospitals' managers, Costs may occur (space rental) Opportunities Patients and their relatives are driven by the psychological need to offer to community. Threats Increased competition from "Giatroi tou Kosmou" Fixed cost 20 eur per stand per location Overhead cost: 0 for MSF, covered by partner 48
  48. 48. 9. Mobile Giving Platform It is widely known that the majority of people at our age, if not all of them, are using smartphones. Smartphones have intruded in our lives making it more easy and giving access to almost anything. By creating a mobile platform, like an application of MSF, people can get in touch with the organization, get to know its actions, who are they etc plus they could have the option of donating money with a click of a finger. Strenghts Users can visit the mobile website and make donations or pay for events all through a mobile browser. Registered users may also send a payment through SMS using the organization's short code. Weaknesses In order to develop mobile application may be expensive Opportunities Emerging Use of Smart Phones: Big percentage of people use mobile applications for their everyday activities Threats Security issues, maintenance, Compatibility to different mobile browsers Fixed cost 2500 euros net for development on ready to use WP of Drupal template Overhead cost web overhead included by MSF employee Other cost maintenance can be done by MSF web 49
  49. 49. Case Study www.gipht.me 10. Donate your Airmiles Most of the people who travel a lot, have issued a frequent flyer card with which they collect their miles. These miles can be redeemed at some specific shops and services. This tool suggests that there could be a service dedicated to MSF where people can donate their miles to the organization; those miles will be translated into money. Strenghts Has no cost for the donator. Encourages people who like more alternative ways of helping. Weaknesses This method has a quite limited target group, and there is no financial revenue. Opportunity Can cover transportation costs Threats Lots of private information is needed such as name, miles account etc. 50
  50. 50. 8 THE THREE ACTIONABLE STRATEGIES In this part of the strategy we will put forward three specific courses of action that can put theory into practice and tackle concrete problems while setting goals and making use of the theoretical frameworks explained before. 8.1 Strategy 1: Raising Awareness on Malnutrition MSF is particularly sensitive about malnutrition wherever it may be encountered. In order to raise awareness and increase revenue both in the short and the long term, a targeted strategy is required. Based on the idea “adopt a program”, MSF will develop a web and web 2 campaign to sensitize as many people as possible based on target groups and bring back to people’s mind the message of the NGO. Every possible means of communication, such as facebook and web 2 viral campaigns, linked in, twitter, google and facebook advertisements, tv spots and online marketing tools could be used in order to raise awareness. Ensuring a partnership with a celebrity is also a targeted action that could reinforce the image of the NGO and thus, motivate a large proportion of people. A simple phrase/motto such as “1 euro gives them an extra week of life” should be the trigger for a first flow of donations. Simple tools accompanying this effort, such as sms and phone call fundraising can produce immediate profits given the special framework regulating the free allocation of sms, calls and air time to NGOs. However, in order to make the most out of it, two different kinds of actions have to be pursued, as described below. 8.1.1 “Hit and run strategies” The first action is the more aggressive one and consists of actions that are differentiated from the traditional approach of donors and are pushing for rapid collection of donations. In this strategy we make use of two such tools: e-crowdsourcing and co-branding. 8.1.1.1 E-crowdsourcing - Second tool in the category corporate donors 51
  51. 51. This policy can be used in order to attract companies to fund the marketing and promotion actions of the NGO. For instance, they can fund the POP material (Point of Purchase Material) that is needed for the promotion of the NGO as well as the funding of some ads that are of great need to increase of the NGOs’ awareness. It can be connected with the specific policy of the malnutrition to sensitize and attract those funds. In this context, through this document we would like to put forward 4 thematic ideas based on the ecrowdsourcing model that makes use of the “hit and run” course of action. 8.1.1.2 The international voyage combating malnutrition This course of actions contains elements of the e-crowdsourcing model that makes use both of the geographical aspect of malnutrition as well as the relevant spending and economic differences between different continents. The main idea is to create a “lost treasure” path against malnutrition that starts in poor countries, with testimonials, video material and images, going through different poor cities and collecting “sensitive” material based on feelings and human difficulties. During the second phase of the voyage, the e-crowdsourced mission goes to the top 10 developed capitals (or cities within Greece, at a local level) to sensitize and communicate the MSF’s message. 8.1.1.3 Video documentary Another idea of crowdsourced actions is the creating (filming, editing, etc) of a documentary about malnutriotion, using a comparative advantages and lenses between Greece and other target countries. 8.1.1.4 The village to village project Along the lines of establishing a brotherhood between different villages, the v2v project focuses on fundraising money through sensitizations campaigns in one village toward the local needs of another (similar) village, in a worst condition, eventually hit by malnutrition. Working hand i hand with the local authorities bu talso its international allies and structure, MSF cou call the citizens of a specific village or town to “help” in any way (food contribution, money, shelter etc) the “sister” village in the same country of abroad. 52
  52. 52. 8.1.1.5 Coordination of agricultural societies and co-ops In Greece we have witnessed the informal creation of irregular and flexible cooperation links between different agricultural co-ops that ended up distributing food on square at a final price that ends up being considerably cheaper than the official shelf price. A good coordination of all these co-ops under the “value umbrella” of MSF could lead to economies of scale and gradually develop a new movenent of “give food for good” among stakeholder of the Greek society. A proportion of this food could be geared and exported to countries in trouble, hit by nutrition problems and diseases. 8.1.1.6 Super markets united for smiles - “Giving back to the community” The central concept of this recommendation is the active involvement of the MSF in the operations fighting malnutrition in Greece. In detail, a few operations have taken place on a local level with farmers giving away their products to those who have recently been made redundant or are financially challenged. According to this plan, the administrative staff of MSF Greece will contact potential partners (ie. retail stores) who are “honourable Greek businessmen who now have the opportunity to be part of a bigger project, unifying people and giving hands”, so as to provide support to those in need. The MSF team should manage any kind of negotiations, oversee and staff the operations with volunteers (even locally) under the umbrella of the NGO. For example a local super market from Northern Greece can “adopt” a village in Northern Greece and either drop its prices below production cost or provide free products to impoverished local populations. On the whole, this presents a great “win-win” situation for all parties, showing potential benefits for MSF as well as business partners. As far as the NGO is concerned, the notion of “sharing” and “giving back” will be well-received by the daunted population of Greece and will also be inviting to the rest of the population to help. A motto that would characterize this operation on the whole as “harking the call for help of the Greek society” would immediately differentiate the MSF from the rest of the NGOs and would create a positive public image for being considerable and compassionate to those in need, in the country that has been helping them to help others outside the 53
  53. 53. borders. “Doctors inside and outside the borders”. Moreover, 1/10 of their givings will be sent abroad to countries in need (“in kind donations”). On the other hand, the benefits for the collaborating partners will be a deeply positive public image which will skyrocket the rates of brand awareness and brand loyalty of the local people (of the target areas) and will raise the brand equity of their retail stores. 8.1.1.7 Co-branding - Third tool in the category corporate donors This policy concerns cooperation with corporations friendly to MSF’s cause that are specially related to the food industry and can be well connected with the malnutrition campaign. The main idea of this specific policy would be the co-operation of the two logos in one single package along the lines “This box, aside from a BRAND NAME, also contains one life”. 8.1.2 “Stay and invest” strategies Complementary to the more aggressive policy, are additional policies, applicable to a wider spectrum of cases. These are fundraising initiatives through sms, calls, the internet, pieces of hotmail, smart partnerships and world calendar days. Follows a detailed description of the rationale put forward up to now, as well its relevant cost analysis that will help give the gist of priorities potential actionable combinations in a nutshell. 8.1.2.1 Sms fundraising - First tool in the retail tools Some tools already described above can be used in order to increase the awareness of the public while increasing MSF donations. More specifically, a proposal to Wind Telecommunications (there is already an ongoing co-operation with MSF Greece), to sponsor some text messages to its subscribers raising awareness regarding the malnutrition campaign run by MSF could be a feasible and immediate action. This would motivate a big group of individuals to actually either reply to the message or visit the MSF Greece homepage and learn about the means of donating money for the specific action. As a reminder, the three biggest telecom companies of Greece have partnered for the PROSFERO campaign to provide (almost) free sms and calls during a set period. 54
  54. 54. 8.1.2.2 Partnership with private schools - Second tool in major donors Children play a vital role in influencing adults generally, and their parents more specifically. Consequently, one option would be to establish connections with private schools and the parents’ club through active informative plans, so that major donors can be attracted and then put on board with an MSF campaign. Targeting private schools is probably a more efficient way of nailing down new donors since their relative purchasing power is considerably higher than in public schools. 8.1.2.3 World Food Day event and young chefs The World Food Day is celebrated on October 16th and provides a common ground of reference regarding awareness and mobilization to put an end to this tragic, ongoing drama called famine and malnutrition. The event could take place somewhere near the centre of Athens, for example in a conference room at a central hotel. This place must be fully audio-visually equipped and there must be adequate provision for catering. The cost could be passed over to a sponsor. Informative material including leaflets and posters must be provided as well as souvenirs distributed to the participants. Aside from general information on malnutrition, and the state of the problem around the world, special weight should be given on the Greek case, creating bridges of understanding and communication between the Greek and international cases. The main participants to this discussion will be companies from the field of nutrition and other relevant stakeholders, such as the Medical Association of Athens, Athens Medical School etc. All parties will be invited through a delivered newsletter and wherever it is necessary through telephone. Volunteers will attend the event in order to distribute informational material and souvenirs. A full media coverage, before and during the event, is the key to spreading MSF’s action. This is totally free of cost and requires only a newsletter to any relevant fund and the presence of journalists the day of the event. An extra communicative tool can be the presence of widely known people in the area of journalism, art, or sports who maintain a relationship of trust with MSF and could convey to the public the message of MSF concerning malnutrition. On top of that, it would be especially interesting to organize a culinary festival with local goodies for from the 10 worse nutritioned countries of the world. Ambassadors, chefs, even local kids could be brought 55
  55. 55. into this event in order to create a culinary gala of difference, understanding and malnutrition awareness. The ultimate goal of this event is to further sensitize on matters of malnutrition and reflate NGO’s relationship with major donors. There can be an immediate outcome in the income revenue by the donations made during the event. Finally, malnutrition campaign is completed after six months in mid-December, when a gala is organized in honour of major donors. The procedure of organizing a gala is fully described in the chapter ‘strategies for major donors’ of this report, except that the theme of the gala will be focused in the problem of malnutrition. 8.1.3 Cost Evaluation of Strategy 1 Methods Cost When Comm. with companies No cost Comments 15/716/10 E-crowdsourcing No cost, approximately 10% direct 31/8-16/10 mid term performance costs applied to donated inc. WIND sms No cost MKT Chimp free for 1/10-16/10 2000 recipients/6 per 1/10-16/10 recipient Social media, internet, VIP No cost 1/10-16/10 Private Schools 300 € (leaflet) 1/10- raises awareness 16/10 Co-branding No Cost 17/1030/10 56 high return revenue
  56. 56. Action empowered by e- - 17/1015/11 crowdsourcing targets to major only World Food Day Event 600 € 16/10 Gala Organisation 300 persons cost 12500 € 20/12 Gala Organization 20/12/12 World Food Day Event 16/10/12 Platform 30/8/12 ' 12 Ιουλ 2012 Αυγ Σεπ Οκτ Newsletter 23/12/12 Νοε Δεκ Today 30/8 Comm. with Companies 15/7 e-Crowdsourcing 31/8 16/10 Wind SMS 1/10 16/10 Online MKT Tools (MailChimp) 1/10 16/10 Social Media, Internet VIP 1/10 16/10 Private Schools 16/10 1/10 Co-Branding 17/10 Action Empowered by E-Crowdsourcing 17/10 57 30/10 15/11 ' 12

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