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  1. 1. 1
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  3. 3. Who am I?Michael Harrison DipM; FCIM; FICM Senior Warden Worshipful Company of Marketors 3
  4. 4. My Experience Head of Commercial Contracts – Hawker Siddeley Dynamics Group Director – IT Group (Nat West) Director/Founder – British Telecom Mobile Communications President – Raytheon Corp. Japan & Pacific European President – L-3 Network Security Etc. etc. etc.!!! 4
  5. 5. My RELEVANT Experience! Past Chairman – College of Osteopaths (charity)Board Member and Trustee – Institute for Food, Brain and Behaviour (charity) Trustee – Marketors’ Trust Advisor to several Charities and Trusts Past Chairman, Outreach – WCM Senior Warden – WCM 5
  6. 6. RELEVANT information This Conference is about: Fundraising in a Small Charity I promise NOT to assume that you have vast Marketing resources! 6
  7. 7. RELEVANT informationSo why is Marketing relevant – in fact vital – to Charity Fundraising? I will do my best to show you! Without it you will be at a massive disadvantage against “the rest”. 7
  8. 8. CIM Definition “The management process responsible foranticipating, identifying and satisfying customer requirements profitably” Chartered Institute of Marketing 8
  9. 9. Definition for Charity Marketing Charity Marketing is the management process of anticipating, identifying and satisfying clients’, sponsors’ and donors’ wants and needs, with an exchange of value that mutually satisfies all parties. Peter Rees Marketing Planning - A Guide for Charities and Not-for-profit Organisations 2012 9
  10. 10. Role of Marketing So what? Where does Marketing affect Fundraising? - Everywhere! Marketing is as important Internally as Externally Whatever you say outside must be agreed inside - and communicated BEFORE you go external Expectation matching Experience 10
  11. 11. Role of Marketing Expectation matching/bettering Experience If you create an expectation that is NOT matched by subsequent experience – disaster However, if you deliver an experience that is greater than the expectation – you will have a great deal of free and very positive publicity! 11
  12. 12. Marketing OrientationAn organisation-wide approach• Puts Sponsor and Donor wants and needs first• A focus on value exchange• Adding things that add value to and are valued by the Sponsors & Donors• A focus on delighting both groups• Everyone in the organisation understands their role in serving Sponsors & Donors• No exceptions – MUST all “sing from the same hymn- sheet” 12
  13. 13. Marketing OrientationAre you “easy to do business with”?Does your Charity’s name and approach match its objectives – do you “do what it says on the tin”? Are you SURE?Have you checked this externally or are you “totally satisfied with your own opinions of yourselves”?!!Rule One: you MUST communicate in the language of your targets. Not your internal jargon. 13
  14. 14. Marketing OrientationNEVER, NEVER, NEVER USE ACRONYMS OR ABREVIATIONS I have a “TLA” for that! 14
  15. 15. Marketing OrientationYou must communicate in THEIR languageIt is not clever to “be seen to be trying to be superior” by using your jargonAll you do is make it difficult for your target audience to understand what you are doing and what you wantGuess what – they will not bother! So you will not win. 15
  16. 16. Case Study - Name Natural Justice Charity formed by a probation officer“Hanging and Flogging” brigade? “Eye for an eye” etc.? No – absolutely nothing to do with that at all! 16
  17. 17. Case Study - NameFormed as a result of observations showing that Anti-Social Behaviour in Prisons was affected by diet Major scientific double-blind placebo trial showed that the dietary supplements reduced Anti-Social Behaviour by well over 30% (in some trials over 40%) But no-one knew about it – and the Charity was getting nowhere 17
  18. 18. Case Study - NameNow: The Institute for Food, Brain and Behaviour 18
  19. 19. Case Study - NameWhat has that done?Removes any “doubts” about what we do!Enables us to be regarded as “serious players”Trusts now recognise us – and contributeTop Scientists have joined our Science Advisory BoardBy this Re-Positioning we are acceptable to far more – and far larger - TrustsSimilarly it is easier to get new Trustees! 19
  20. 20. What do you want to achieve?How much money/resource/buildings/etc?What FOR – precisely? Not “to augment our funds” – I want to give where I know the money will be used, not stored!In what defined timescale?Have you got a “wish list” that you can amend to different target donors?Do you have an “elevator pitch” for all your Trustees and Staff – for when you find yourself next to the one person you have tried to get to for months or years. 20
  21. 21. SOSTAC© (I hate acronyms!)Situation – Where are we today?Objectives – Where are we going?Strategy – How will we get there?Tactics – Which way is best?Actions – Who does what, when?Control – How do we ensure safe arrival? 21
  22. 22. Macro Factors – Affect Everyone Socio-Cultural Technological Economic Environmental Political Legal Ethical - You (probably) cannot change them 22
  23. 23. Affect (your) Charity Sector Suppliers, Donors ‘Customers’Volunteers & Sponsors Donors & Sponsors Threat of New Entrants Money Clients Resources Competitive Rivalry ‘Time’ Donors Substitute Offerings Porter’s 5 Forces Model Adapted by P. Rees 23
  24. 24. SMART Objectives• Specific – stated in precise terms for everything important• Measurable – numerical and quantifiable• Achievable – if it cannot be achieved there is little point in setting it• Realistic – Needs to make sense within the context of the charity• Timely – there should be a point defined by when each objective should be achieved 24
  25. 25. Beware of outcomes!“The good thing about NOT having aquantified plan or proposition is thatfailure comes as a complete surprise and isnot preceded by a long period of worryand depression!” Prof. Malcolm McDonald Emeritus Professor of Marketing, Cranfield University 25
  26. 26. Four Important Questions - 1 How is our Charity better and different from its‘competition’, in ways that are valued by and add value to our Sponsors and Donors, that can’t easily be copied? This is THE most important question Marketers have to answer! Otherwise how do you get money? - someone else will get there first! 26
  27. 27. Four Important Questions - 2 What ‘business’ are we in? Have we defined this so precisely that ALL staff, ALL volunteers and “Associates” – and in particular our targetSponsors and Donors – all understand and can articulate itwithout need to refer to some in-house “manual” (or worse still, the Chairman)! 27
  28. 28. Four Important Questions - 3What resources do we have and do we need to achieve the answer to Question1? Physical resources? Assets? Money? Knowledge and Expertise? This also follows from our Objectives – what do we need to achieve these? 28
  29. 29. Four Important Questions - 4Which Product/Service/Offering –Markets will we be in? Products (Services & Offerings) Existing New Market Product Existing penetration development MarketsThe Ansoff Market Diversification Matrix New development 29
  30. 30. Segmentation –Finding Financial Sources Segmentation is the process of identifying ‘GROUPS’ with common wants and needs & common values • Geo-demographic • Socio-economic • Needs based Then create an ‘Offer’ for each group. The definition of the offer is described in Tactics 30
  31. 31. Which way is best ….? Situation – Where are we today? Objectives – Where are we going? Strategy – How will we get there? Tactics – Which way is best?Tactics define the Offerings that we create to satisfy thewants and needs of our Target Segments and follow our Strategy to achieve our Objectives 31
  32. 32. The Marketing Mix – 8P’s The (8P) Marketing Mix defines: • The totality of the ‘Offering’ that you develop to satisfy the wants and needs of potential Donors • In each Product–Market of the Ansoff Matrix • For each Target Segment that you choose to address 32
  33. 33. Targeting (Segments) Option 1 Thewhole • The whole market (ofMarket Donors) wants andwants values the same thing. and • There is thereforevalues 1 Marketing Mix for all Donors. the same thing This is called Undifferentiated Targeting 33
  34. 34. Targeting (Segments) Option 2Segment 1 • There are several segmentsSegment 2 • You will serve them all • There is thereforeSegment 3 a different Marketing Mix for each segment of Donors.Segment 4 This is called Differentiated Targeting 34
  35. 35. Targeting (Segments) Option 3Segment 1 • There are several segmentsSegment 2 • You will only serve some of themSegment 3 • There is a different Marketing Mix for each chosen segment of Donors.Segment 4 This is called Concentrated Targeting 35
  36. 36. Example: Donors and Sponsors ‘Public’ High Net Worth Alumni Wills etc Corporate and Trusts 36
  37. 37. 8P’s in DetailPurpose:What you can and can’t do. How you can do it. How you are governed.Whom you support. Your ‘Mission’.Product Service Offering:What you actually provide? Physical, service based, emotional,reputational, satisfaction, ideological. This is the most important ‘P’ todeliver value and satisfy the wants and needs of Donors 37
  38. 38. 8P’s in DetailPrice Proposition:Free does not always mean free to Clients! What does the Sponsor,Donor or Volunteer get for their ‘money’?Promotion:MESSAGE – What do you wish to say?MARKET – To whom do you wish to say it?METHOD – How will you deliver it? 38
  39. 39. 8P’s in DetailPlace:Where is your offer delivered and / or where can it be booked or bought?Consider your Sponsors, Donors and Volunteers.People:Attracting, developing and retaining: Staff, Volunteers, Supporters, Donors,Sponsors, Resource providers. 39
  40. 40. 8P’s in DetailProcess:Is delivery and all interactions with stakeholders delivered to aconsistently high quality – that always meets and exceeds expectations?Physical Evidence:How will stakeholders see physical manifestations that support yourbrand. For example: premises, mailings, literature, staff, logo, website,advertising, collectors etc. 40
  41. 41. Lucozade Everyday An example – Re-positioning buyInvalid Athlete ‘Treat’ 41
  42. 42. Corporate Sponsors & Donors Consider the 8P’s in Customised each case Gold SponsorshipLow Pack HighCost Cost Silver Sponsorship Pack Bronze Sponsorship Pack Standardised 42
  43. 43. Managing your Brand – 8P’s My firm belief is that a brand is a cluster offunctional and emotional values that enables anorganisation to make a promise about a unique and welcomed stakeholder experience. Ultimately brand management is promise management. Prof. Leslie de Chernatony 43
  44. 44. The only thing youcan be certain of is..Uncertainty! Charitys Target# • You will never be on exactly on track • You need to exceed the year end target • The “P’s” are the mechanism to get back on track Q1 Q2 Q3 Q4 t 44
  45. 45. Control – Ensuring safe arrival• Put a measurement system in place for all your Objectives• Act quickly to correct under–performance – use the P’s• You must have Trustee support (and ideally leadership) – in order for Marketing to work successfully!• Everyone must believe – not pay lip-service!• Everyone includes the Trustees – however much they think that “it was done better in my day”.• Times have changed – and always will. Be flexible! 45
  46. 46. Survival of the Fittest ….... ‘It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.’Charles Darwin 46
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