Multichannel Donor Marketing


Published on

Published in: Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Humans are multichannel, and they want to be treated with a holistic approach
  • And now, 20 years later, there are more channel options than ever before
  • • Amnesty uses advocacy to educate supporters and effect change – push US government, UN and international bodies to respect human rights. The funds we raise are used to assist with that advocacy.• During the Egyptian protests, Libyan protests, and those in Tunisia, Yemen, Algeria, Bahrain, etc, AI has mobilized supporters to demand the right to peaceful protest, freedom of speech, right not to be tortured/unlawfully detained, etc (and continues to do so)• To accomplish this, we used multiple channels• (Area graph shows: stacked, not static #s; only MENA information; jan 25-feb 28)Graph highlights:• During this time, peaceful protesters across the Middle East and North Africa were making history (and still are)! At the same time, some were shot, tortured, harassed, violently dispersed using tear gas, water and rubber bullets, and otherwise thwarted by the state• Amnesty has had teams on the ground in multiple countries, documenting human rights abuses and informing action• emails were our largest driver but part of a multichannel effort• huge spikes in activity when AI staff and other human rights observers were arrested, and again when Libyan action was launched (UN)• up to 9 tweets per day, 4 press releases and facebook posts a day, 3 blog entries – on this issue alone
  • Direct mail response was softer than anticipated; didn’t make it in the mail until just a few days before Mubarak stepped down; wasn’t able to respond to changing conditions on the ground as quickly as we were via digital channels and the phone
  • Tailoring message example: Cross-channel marketing doesn’t mean sending the same ask out to each communication vehicle Orgs still need to tailor the ask to be channel-appropriate In our experience, fundraising asks typically haven’t performed all that well on social media So with the human rights crisis in the Middle East, for instance, we pushed related actions on Facebook and Twitter to promote list acquisition instead of heavily promoting fundraising asks We also will only typically promote actions to our mobile list if there’s an urgent, related call-in action
  • Example: We know that social media like Facebook and Twitter are big drivers of word-of-mouth and traffic (they are both in our top 10 referring domains), but we don’t see many gifts sourced to them relative to other channelsWe suspect that our donors engage with us via social media, but we as of yet don’t have the tools to monitor this We also can’t tell to what extent our donors and email subscribers are also engaged with us through social media channels
  • Like many other organizations, we have struggled ever since the advent of our online program with how to improve integration between our online and offline programs
  • Multichannel Donor Marketing

    1. 1. Multichannel Donor Marketing: No More Talk, Let's Make It Happen <11NTCmulti><br />Jeff Regen, M+R<br />Milo Sybrant, Amnesty Intl<br />
    2. 2. Agenda<br />The problem<br />2011 and the multichannel opportunity<br />Egypt: A multichannel case study<br />Breaking down the barriers and making it happen<br />Wrap-up<br />
    3. 3. The problem Part 1: Anyone seen this before?<br />It’s my name<br />It’s my list<br />
    4. 4. The Problem Part 2<br />What year is your nonprofit structured for?<br />
    5. 5. 1991?<br />Mail<br />Face-to-Face<br />Telemarketing<br />Nonprofit<br />Supporter<br />Television<br />(no DRTV)<br />
    6. 6. Or 2011?<br />Mail<br />Face-to-Face<br />Email <br />Telemarketing<br />Nonprofit<br />Supporter<br />Television<br />(DRTV)<br />Mobile<br />Social<br />Networks<br />Website<br />
    7. 7. The Problem Part 3: Other big trends<br />Nonprofit offline donors are aging<br />Donor files are shrinking<br />Retention is falling (and online low already)<br />Direct mail costs are increasing / fundraising margins are shrinking<br /> Nonprofits need (younger) more valuable donors<br />
    8. 8. A multichannel approach can create “golden multichannel donors”<br /><ul><li> Age falls between online and offline donors
    9. 9. Income about the same as online</li></ul>How about revenue and retention? <br />
    10. 10. Multichannel donor revenue* looks great…<br />* Target Analytics Internet donorCentrics data<br />
    11. 11. …and retention does, too!*<br />* Target Analytics Internet donorCentrics data<br />
    12. 12. Building sustainer files is all about multichannel<br />DRTV  Web and phone<br />Face-to-face  Follow-up online and offline<br />Mail donors converted via telemarketing<br />Online / telemarketing / (limited mail)  Great, largely untapped and lowest startup costs<br />
    13. 13. Multichannel with mobile works, too: 25% boost in response rate<br />
    14. 14. Making multichannel work<br />Integrated campaigns<br />Multichannel conversion series<br />Acquisition, renewals, appeals, etc.<br />Leverage your online and offline data<br />Targeting activists for telemarketing<br />Which mail to send to online donors<br />Timely upgrades<br />Etc.<br />
    15. 15. How to get there: Moving toward integration<br />“Coordinating group”<br />Sometimes coordinated; other times conflicting<br />Limited use<br />Coordinated; multi-directional<br />Generally consistent voices<br />Limited customization<br /> $$<br />Integrated<br />Common + shared metrics<br />Fully incorporated<br />Coordinated; multi-directional conversation<br />Consistent voices when desirable<br />Yes; based on constituent behavior<br /> $$$<br />Org structure<br />Goals / strategies<br />Multichannel data<br />Communications across types / channels<br />Voices<br />Supporter focus<br />(and result)<br />Siloed<br />Disparate (sometimes conflicting)<br />Not available<br />Uncoordinated; one-way<br />Inconsistent voices<br />No customization; often org-centric<br /> $<br />
    16. 16. Levels of integration: Welcome series example<br />DM donors receive DM asks, appeals<br />Online supporters receive online $$ asks, appeals OR advocacy / engagement<br />Offline donors—give emails; sent to url to donate<br />Online supporters receive advocacy / engagement + $$ asks, appeals<br />Online donors put into DM / TM streams<br />Offline donors—optimized to give emails; sent to customized urls<br />TM—Entered directly into online form<br />Online supporters receive integrated advocacy / engagement / $$ asks based on name source + behavior<br />Targeted online supporters rapidly put into customized TM and DM streams<br />
    17. 17. Middle East & North Africa:<br />Amnesty International’s Response to to the Unfolding Human Rights Crisis<br />
    18. 18.
    19. 19.
    20. 20. Successes<br />60% higher pledge rate than projected in our telemarketing efforts<br />Saw 50% credit card rate <br />Exceeded February’s online income projections by more than 60%<br />Blog traffic was our second highest to date, with 60,000+ page views<br />Facebook likes increased by nearly 100,000<br /># of Twitter followers grew by 40%<br />
    21. 21. What was working in our favor?<br />Success driven in large part by the fact that this issue was headline news that sustained public interest for several weeks<br />Issue’s visibility & overriding urgency made internal decision to promote issue across channels a no-brainer <br />No need for prolonged deliberation<br />Ability to marshal coordinated response involving key parts of organization positioned us for success<br />
    22. 22. Questions/Challenges<br />Three categories of challenges: <br />Tactical<br />Data integration<br />Organization Structure/Culture<br />
    23. 23. Questions/Challenges: Tactical<br />How to best tailor ask to appropriate channel? <br />Play to each channel’s strengths in developing treatment strategy: <br />Fundraising and social networks still evolving<br />Focus instead on word-of-mouth<br />Supporters derive intrinsic benefits from spreading the word about good causes to their networks for friends and family<br />Mobile & urgent call-in actions<br />
    24. 24. Questions/Challenges: Data Integration<br />For multi-channel donors, how do we know which channel is driving response? <br />If donors are not responding to a given channel, does that mean it’s “not working?”<br />Some channels easier to monitor than others <br />How do we optimize the performance of multi-channel efforts when the solicitation channel and transaction channel may be different?<br />
    25. 25. Questions/Challenges: Structural/Cultural<br />Institutionalizing multi-channel marketing: How do we take multi-channel outreach from pilot to program?<br />How do we make cross-departmental coordination more efficient?<br />
    26. 26. Organizational structures<br />1. Siloed<br />2. Online, other coordinating teams<br />Coordinating <br />Teams<br />3. Centralized,<br />integrated<br />
    27. 27. Organizational structure<br />
    28. 28. Aligned goals and strategies<br />Organizational goals<br /><ul><li> E.g., Grow list</li></ul>Campaign goals / strategies:<br /><ul><li>Devo; Comms; Website/email; Gov’t Affairs; etc.</li></ul>Budgets:<br /><ul><li> Collaborate on building them
    29. 29. Common goal of overall bottom line
    30. 30. Incentives (e.g., share costs for database, ad campaigns)
    31. 31. Single acquisition / investment budget?</li></ul>Metrics:<br /><ul><li> Shared ROI, other metrics</li></li></ul><li> Aligning Goals<br /> Inside External Affairs:<br /> Annual budget<br /> Joint operational & 5-year fundraising plans <br /> Example: Channel Strategy<br />Inside AIUSA:Cross-functional teams<br /> Priority Campaigns<br />Crisis Response Teams<br />Strategic Planning / Priority setting<br />International Movement:<br /> “One Amnesty”<br /> International Fundraising Management Team <br /> Art for Amnesty <br />
    32. 32. Culture<br />Leadership and culture<br /><ul><li>“What’s best for our organization” / highest ROI
    33. 33. Share credit!
    34. 34. Integration / collaboration as key to excellence
    35. 35. Flexibility and innovation</li></ul>Trust-building measures<br /><ul><li>Start small, easy wins
    36. 36. E.g., DM drives people online; online </li></ul> shares credit for website revenue with DM<br />
    37. 37. Culture<br />External Affairs: Strong ethic of teamwork, focus on department goals above individual unit goals. <br />DR and New Media: share audience, coordinate messaging. <br />DR and PG: share audience, marketing efforts target DR donors <br />DR and MG: Gift officers cultivate high$$ DR prospects. <br />PG and MG: gift officers identify PG prospects<br />Entertainment Relations: credited for messaging from celebs, supports PG and MG cultivation events<br />
    38. 38. Processes and systems<br />Communication<br /><ul><li>Weekly Dev / Comms / Program meetings
    39. 39. Regular fundraising integration meetings
    40. 40. Actively participating in other teams meetings</li></ul>Data integration<br />Information sharing<br />Pooled resources?<br /><ul><li>Success story to press release, website, enewsletter, magazine, major donor newsletter…</li></li></ul><li>Processes and Systems<br />Communication: <br />Development units meet monthly<br /> External Affairs unit managers meet weekly<br /> Campaign & crisis teams meet weekly or daily <br /> Leadership Team meets every 6-8 weeks<br />Data Integration: (PIDI / Sphere) <br /> Financial data integrated daily<br /> Other data updated weekly<br /> Plan to transfer non-$$ activity from Sphere to PIDI <br />
    41. 41. Session Evaluation<br />Each entry via text or web is a chance to win great NTEN prizes throughout the day! <br />TEXT<br />Text < 11NTCmulti > to 69866.<br />ONLINE<br />Use < 11NTCmulti > at <br /><br />Session Evaluations <br />Powered By:<br />