Donor First: Building Loyalty and Engagement

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Donor retention is critical for maintaining fundraising programs in the current economic downturn.  Discover how Operation Smile has implemented “Donor First” strategies to effectively nurture and efficiently build long lasting relationships with constituents who financially support, volunteer and advocate for the organization.

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  • Target User Forum, Donor First: Building Constituent Loyalty and Engagement April 2009 Jann Schultz V2 March 27, 2009 Overview: Donor retention is critical for maintaining fundraising programs in the current economic downturn.  Discover how Operation Smile has implemented “Donor First” strategies to effectively nurture and efficiently build long lasting relationships with constituents who financially support, volunteer and advocate for the organization. ·         Understand how to develop a “Donor First” culture in your organization ·         Learn strategies for building & training a team focused on the donor ·         Develop processes and procedures for enhancing donor engagement ·         Discuss & share methods for implementing “Donor First” at your organization Jann Schultz Jann’s specialty is the design and implementation of donor-centric strategic programs. Drawing on extensive experience in creating and facilitating delivery of consumer sales and service programs in the for-profit community, Jann has led the development of a “Donor First Philosophy” at Operation Smile to build a robust donor loyalty and engagement strategy. Putting the “Donor First” has resulted in an 86% improvement in problem solving response time and an 80% improvement in time to acknowledge. Utilizing donor first strategies within direct response programs has resulted in a 4% increase to net results. Jann is now focused on building “Donor First” strategies with Operation Smile international foundations which are launching direct response fundraising programs. A graduate of California State University at Fresno, Jann and her husband Doug reside in Virginia Beach, Virginia and have 3 wonderful children – with only one still living at home. This leaves much more time for their love of travel and volunteering locally with the Girl and Boy Scouts.
  • JANN: Did you look at today’s financial news? It probably read something like this… The only economic constant is change. Our direct response fundraising results have slipped and stalwart corporate and foundation supporters are sorry - they just can’t help this year You get calls, daily, from anxious board members And those donors that you have retained are more and more demanding…just like all consumers have…
  • JANN: Yes, your donors - the 21 st Century Donor - is more of a CONSUMER – less committed, more demanding, with more access to information. And, there is plenty of competition in the marketplace. There are approximately 1.4 million non-profit organizations registered with the IRS. In these times of uncertainty, the importance of managing and monitoring donor services in order to build constituent loyalty and engagement is one way to help insulate against this economic downturn. According to the whitepaper Winning on Service in an Uncertain Economy “ In tough times, people like to deal with companies that genuinely care about them. We are more careful with what we spend and who we spend it with. Companies who have been mistreating, ignoring or otherwise abusing their customers will suffer most.” So the question is – what are you doing to differentiate you and your organization from the millions that US donors can choose to support? Today, I look forward to sharing with you the strategy and program that has been put in place at Operation Smile to help differentiate us from other international non-profits - based on the experience of our donors.
  • JANN: First, let me introduce you to Operation Smile. Now in our 26 th year, Operation Smile has been providing free reconstructive surgery to children around the world - suffering from the physical and emotional distress, caused by cleft lips, cleft palates and other facial deformities. Since 1982, we have transformed the lives of over 130,000 children. This care is delivered by Volunteers – international medical professionals – who come together and travel to areas around the world where this population is underserved, whether locally, regionally or globally.
  • JANN: At Operation Smile the number of donors has grown dramatically through the implementation of Direct Response marketing over the past 5 years. These efforts have dramatically increased response – we have seen the donor database grow by more than 1000% and revenue has grown significantly during this time. When I came into the organization, just a little over two years ago, I was recruited to build a donor-centric team – to provide outstanding service & care of our donors and support the direct response efforts. What I found was that Operation Smile was facing a variety of challenges that I recognized from my years in the for-profit community. It was just that they were simply expressed slightly differently. You might recognize some of these challenges within your own organization:
  • JANN: The Operation Smile culture was laser-focused on delivery of our mission – transforming children’s lives. This is a very critical need when you are dealing with the 4 th most common birth defect in the world. There had been a significant increase in donors, but the organization lacked an integrated approach to retaining these new donors. We had haphazard processes in place that lacked efficiency and didn’t consider the impact on the donor. Our small call center, the Donor Relations Team, that handled donor complaints and service requests was considered a cost center – non-revenue generating. There had been no formal training of Donor Relations Team or the Development staff in sales & customer service “best practices” Do any of these sound familiar? Which one of these are a challenge for your organization? Do you have more challenges you could add to this list?
  • JANN: The result of those challenges has been a multi-faceted approach to a Donor Loyalty and Engagement Program. I’m going to step you through the various phases of the project and share with you: The strategy that is the foundation of the program The enhanced processes & procedures Decisions and implementation And share success metrics and success stories
  • JANN: The first step was to develop a Customer Centric Strategy – our “Donor First Philosophy” - using best practices of Relationship Selling and Customer Connection strategies from my for-profit experience and translating them to the Non-Profit world. It is critical for any loyalty and engagement program to define your expectation for exceptional donor service. This is the foundation on which you build and measure yourself against. Can anyone share an example of their own “Donor First Philosophy”? What do you call your donor-centric “manifesto”? Please share your organization’s “Donor First Philosophy.”
  • PHASE ONE - ASSESSMENT We then did an Internal Review of process and procedures to see how they fared when you consider the Donor First. We looked at the technology, the procedures and the quality of the data contained in the Donor Database. Were the Donor Relations Team focused on the right activities? Did they have the resources they needed to do their job? Were procedures in place to support the donor during problem resolution? Were our internal processes set up for success with our donors? What was the quality of the interaction at every touch point with the donor? How were our “sales leads” – prospective donors, being handled by the Development staff? What standard procedures were in place to support the relationship with the donor? And we reviewed our Third Party Vendor Partners Did we have the right vendors? Were our Direct Response programs integrated across channels for consistency of communication to our donors? Were our vendors also putting the “Donor First” during phone interactions and specific tasks such as “time to acknowledge”?
  • During the assessment process, we recognized that our donor database was the common denominator across all touch points - which led us to concentrate on the database as our first step. Some examples of what wasn’t working well…(please let me know if these sound familiar??) Our database “team” consisted of one person The database was under utilized by development staff Multiple information silo’s weren’t connected to the database Data entry wasn’t standardized and there was a lack of a quality assurance process And our previous gift processing vendor provided data that required extensive manipulation prior to import and was incompatible with Postal Service standards It became clear that if we could address these issues, the database would be our most important support mechanism for engaging and retaining our donors. So a Database Quality Initiative was launched. Our Donor Database Manager, Rebecca Gelinas, has addressed these issues and continues to work on additional enhancements. I can give you a few statistics: In 2005 – we had ~2500 notes documenting interactions with donors In 2008 – we had more than 32,000 notes – reflecting the organizations commitment to fully utilizing the database. This means we have a central location for capturing high quality information from all our touch points and communication channels – and as a result - the ability to appropriately communicate with and respond to our donors. Has anyone launched a similar program? Or experience similar database challenges? How are your efforts progressing in your organization? Are you seeing any direct benefits?
  • JANN: To improve the quality of our interactions with our donors, we had to re-design an existing service team, a small internal call center. We re-purposed them into a full service Donor Relations Team – staffing up from 2.5 members to 5 – one supervisor and 4 team members. They have been given clarity as to their role – you see their purpose here - and they have been given the tools, training and flexibility to achieve their success metrics. In addition to training on relationship fundraising and customer service skills, the team has been fully trained and utilizes our donor database, the Raisers Edge. This allows us to capture the voice of the donor and report back on specific requests, trends and results. Do you have an internal customer focused team? Why or why not? What are your challenges? Do they have a defined purpose? What training do you provide for them?
  • JANN: I have a memory of my first day at Operation Smile. I asked a team supervisor if I could see the documentation of their current processes and procedures, I wanted information to review so I could quickly come up to speed. I knew I was in trouble when I was given a single sheet of paper – with a very convoluted diagram – and was told it was our donation acknowledgement process. And that was all she had… Any of you have a similar experience? I just kept asking questions, and I’d tease out a bit of information…and then keep pulling as I tried to understand why ? Oh my gosh. I heard all the excuses in the book…we’ve always done it this way, this is how we have to do it, I don’t know…sound familiar? So first we worked on documenting all the various work flows – because it was important to understand where and when we were touching our donors. And then, we worked to develop standard procedures across the development team: We developed a clearly structured way to manage who in the organization handles which donors. Using the Donor Lead Strategy , the Donor Relations team uses relationship sales qualification skills to determine the donor’s needs. They either continue to work with that donor or connect them to the appropriate person. Our Donor Thank You strategy , a clearly structured way, based on the level of gift, to identify who in the organization will thank the donor in addition to the required tax receipt/acknowledgement with expected time lines. I have an example for you on the next slide.
  • Thank You Strategy with Multiple Touch Points <ASK: Does your organization have a documented process for thanking donors? Do you have timeline expectations?> I still have a gap in personal touches, can you find it? My donors who give under $239 are not getting a personal touch, beyond our timely acknowledgement. We are looking at options to improve this area, does anyone have an internal program to touch hundreds of donors each week?
  • The Donor SAVES Program was a very strategic move to take the Donor Relations team – who were considered a non-revenue generating cost center, and implement a program that actively works to “save” donations of Monthly Smile Partners (our sustainer program.) The goal is to offer ways to remain engaged with Operation Smile, being sensitive to donors desire to help and current financial situation. This program has been very successful and I’ll share the results later in the presentation. Does your organization have a sustainer program? What efforts do you make to SAVE these donors and keep them engaged with your organization?
  • JANN: As I mentioned, this has been a multi-layered project. So while the team was working on our internal process & procedures, we were also looking at our Vendor Partners as a way to improve the donor experience while also realizing cost effectiveness & efficiencies. Direct Response Marketing Agency We recognized that our direct response programs were not fully integrated across all channels and the silos were resulting in poor donor experience and retention. We chose to move our direct mail program so that all direct response fundraising was being coordinated at a single source for consistency and improved utilization of our database marketing efforts. Gift Processing One area that was a critical issue to immediately deal with was our gift processing . We had some serious issues impacting both our data quality and donor experience. I conducted an RFP that resulted in the selection of a new gift processing vendor – which has been a tremendously successful partnership. Together we identified specific areas that could have substantial impact on the donor first experience. - We implemented image scan technology for improved quality and accuracy - enhanced workflows to reduce time to acknowledge and integrated new acknowledgement strategies in collaboration with our Marketing Agency Partner that has resulted in a new revenue stream for Operation Smile. Call Center Our primary acquisition channel is Direct Response TV. For a first time caller, their phone call to the DRTV Call Center may be the only personal interaction they have with Operation Smile. Based on donor feedback, we did not have a partner that was meeting our needs. To insure these interactions meet the expectation of “Donor First” we changed call center vendors to improve our donor experience. I personally provide training at the call centers to establish my expectations of the “Operation Smile Donor First Philosophy”. Last fall we brought two call center trainers to a medical mission in Paraguay. They are now able to continue delivery of the “Donor First” philosophy from personal experience – resulting in consistently high conversion at the centers.
  • How to Break Through the Noise and Engage Your Donor DMA Non-Profit Conference Jann Schultz, Director of Donor Relations Operation Smile JANN: Just because you have the strategy and put procedures in place, doesn’t mean the organization buys into the changes. I have found the best way to effect change is through Education & Training, both formal and informal. Training began with the defined Donor First Philosophy to our teams and individuals who are the “first touch” with donors. Utilizing insights from the book, Seven Faces of Philanthropy by authors Russ Alan Prince and Karen Maru File, education and role play activities helped team members recognize and respond appropriately to Donor questions and concerns. This is where my Donor Relations team now understands the difference and is able to communicate more effectively with an Altruist Donor, a Repayer Donor and the most challenging call of all, the Investor Donor. Some of the other ways we educate and communicate across the organization – We highlight through e-mail and postings of photographs and letters, our donors - all levels of donors, not just our major gift donors. Such as DJ – a 9 year old - who had a lemonade stand and raised $700 to help children have new smiles and new lives. We hold theme weeks to communicate the Donor First Philosophy and how it impacts the organization. During these weeks, there have been presentations & trainings, E-Mail Communications, postings, games and prizes to educate and inform our staff. We hold professional development book clubs - we purchase and distribute appropriate books, then hold lunch & learn discussion sessions to talk about how to implement concepts and strategies from what we have read. A few of our favorites: The Starbucks Experience: 5 Principles for Turning Ordinary into Extraordinary The Zen of Fundraising The Fred Factor A formal Stewardship Summit is held each year for our Development Team. Regional team members are brought in from across the country and around the world and formal training is delivered on the Donor First Philosophy and team based activities are held on how to incorporate the knowledge gained from the Seven Faces of Philanthropy and the Zen of Fundraising into every interaction with our donors.
  • Through implementation of an enhanced Integrated Direct Response Program , we now allow the donor to choose the method that is best for them to give a donation. By taking an integrated approach – we consider that no response method is losing donors – the organization as a whole engages these donors and they are giving in the way best suited to them. Here you see our DRTV Offer Pod – with call to action highlighting Arifase’s story, which is then reflected on the homepage of our website, the video is posted on YouTube and her story is also utilized in a direct mail appeal. >>>>>>>>> Are you working to provide a consistent message with your fundraising appeals, to your donors, across all channels? Does your organization grapple with the question of “poaching” and reporting revenue from various streams, or do you roll up all direct response into one bucket? What’s working? What’s not? How have you educated your staff and board members that donor choice is of primary importance, not a single channel? STORY: Recently, discussing testing of acquisition control packages, it was suggested that to have a clean test, the URL with the appeal landing page be removed from the package. This would allow a true test the strength of the content for reporting purposes (as web reporting can be a challenge.) How do you think I responded? Why? How do you report on multi-channel corporate campaigns – such as CRM initiatives?
  • Has this focus on the donor, putting them first – been effective? We have significantly improved our efficiency & response time - From a 48 hour lag time to Same Day Bank Deposits – both internally and with our gift processing vendor partner Using 100% scanning and the implementation of online Image Viewing technology, we’ve seen an 86% reduction in response time to donor concerns We’ve realized an 80% improvement in Time to Acknowledge …which has directly impacted an improved revenue stream… 4% of our Direct Mail revenue is now coming from our Acknowledgement Program utilizing timely second, third and fourth asks… Improved capabilities with our new call center partner , we can now capture comments & feedback from donors and we have workflows at HQ to respond to these requests. Plus, anecdotally, our Donor Relations team can tell there has been a reduction in donor concerns since our switch to our new call center.
  • How to Break Through the Noise and Engage Your Donor DMA Non-Profit Conference Jann Schultz, Director of Donor Relations Operation Smile JANN: So how do you measure success on these various activities and programs? There is a Common Language in use throughout organization . This is through anecdotal results. From a development team member asking “is that best for the donor?” to overhearing a hallway conversation where our COO used the phrase “he’s an investor type.” We now have a common way to communicate about our donors. The Donor Relations team is no longer considered a cost center - the SAVES Program resulted in: More than 1000 monthly smile partners being retained in our program With a value of more than a quarter of a million dollars in annual donations Unfortunately we often can’t directly track the Intangible results of improved relationships with our donors . It is hard to put a value on engagement and advocacy for our cause. However, I do have a story of one recent experience. Last fall, in the midst of bad economic news and the daily political campaign stories, a prospective donor called and spoke to a Donor Relations team member, Bonnie, who tailored her conversation and her answers using her knowledge of the Donor First philosophy and the Seven Faces types. She went above and beyond for this donor – providing 42 copies of the our “get well” gift card, which he had received in a recent acquisition mailing. Two weeks later, we received a check for $10,080 and all 42 copies of the get well card signed by the donor (that’s $240 for each of the cards.) We made special arrangements to deliver the cards to a medical mission, and provided him with several photos of children receiving the cards signed by the donor. Since that time, this donor has called two more times, each time asking for 42 gift cards – and yes, two more donations of $10,080. This is putting the donor first, and engaging a loyal, committed donor.
  • Discussion Questions – and open forum for comments and questions - Are you feeling the effects of the economy on your fundraising programs? Do you believe retaining donors is cost effective for your organization? What strategies are you currently implementing to engage and retain donors? What will you do differently, based on what you heard today?
  • Recap Key Takeaways
  • How to Break Through the Noise and Engage Your Donor DMA Non-Profit Conference Jann Schultz, Director of Donor Relations Operation Smile JANN: Ultimately, why should we spend all this time and effort on engaging and retaining our donors? For Operation Smile, the answer is very clear. It is through the generosity of our donors that we are able to transform the lives of children with facial deformities. If we are able to reduce the cost of acquisition of new donors through retention of our existing donors we will be able to expand our reach and transform the lives of more children. This is what drives me every day. Thank you!
  • Please call me with any questions about our vendors and to be put in touch with our account representatives.
  • Donor First: Building Loyalty and Engagement

    1. 1. Donor First: Building Constituent Loyalty and Engagement Jann Schultz Director of Donor Relations Operation Smile jschultz@operationsmile.org +1 757.321.7645 +1 757.593.6560 Twitter: @jannschultz LinkedIn: Jann Schultz
    2. 2. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Today’s financial news… • Uncertain economy • Reduced results • Anxious board members • Demanding donors
    3. 3. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. What are you doing to differentiate your organization from the rest of the pack? • 21st Century Donor can be defined as a consumer • Approximately 1.4 million registered non- profits in the US
    4. 4. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. • Founded in 1982 • Served more than 130,000 children & young adults • Free surgery provided by volunteer medical teams around the world
    5. 5. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Growth of Direct Response Programs TV Acquisition Begins
    6. 6. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Organizational Challenges • Culture focused on delivery of mission – transforming children’s lives • Poor retention of donors • Lack of process & procedure that was donor-centric • Donor Relations Team considered a cost center - non-revenue generating • Lack of trained staff for implementation of sales & service “best practices”
    7. 7. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Donor Loyalty and Engagement Program • Multi-layered project – Several phases • Strategy • Enhanced process & procedures • Implementation • Success Metrics
    8. 8. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. To serve the donor with the same exceptional care that Operation Smile provides to children and their families around the world. Operation Smile Donor First Philosophy
    9. 9. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. ASSESSMENT • Internal Review – Donor Database – Donor Relations Team – Process & Workflows – Development Team Procedures • Review of Third Party Vendors – Direct Mail Provider – Gift Processing – Direct Response TV Call Center
    10. 10. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Common Denominator? Donor Database • Under utilized • Information silos Result: • Database Quality Initiative
    11. 11. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Established a full service Donor Relations Team Purpose – To effectively nurture and efficiently build long lasting relationships with our constituents who financially support, volunteer and advocate for Operation Smile.
    12. 12. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Process and Procedure • Document all work flows – Donor touch points • Establish standard procedures – Donor Lead Strategy – Donor Thank You Strategy – Donor SAVES Program
    13. 13. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Donor Relations Team Thank You Calls or Handwritten Notes $240 - $999 Development Services Team Thank You Calls or Handwritten Notes $1,000 - $4,999 Donor Database Team All donations receive Tax Receipt/Acknowledgement from Operation Smile Office of the Co-founders Thank You Calls and/or Notes $5,000+ v. Sept 08Operation Smile Donor Thank You Strategy 48-72 hours 1 week 1 week 1 week 1 week 2+ weeks
    14. 14. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. SAVES Strategy • Level One – retention of donor at current level of giving – Option - provide alternate method for giving • Level Two – retention of donor at reduced level of giving • Level Three – retention of donor as a fundraiser – Option – grassroots fundraising on behalf of OS • Level Four – retention of donor as a supporter – Option – raise awareness, hold collections, volunteer Operation Smile SAVES Strategy
    15. 15. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Vendor Partners • Direct Response Marketing Agency – All programs coordinated by a single source for consistency of donor experience • Gift Processing – Enhanced data quality and donor experience • DRTV Call Center – Personal delivery of “Donor First” training
    16. 16. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Implementation • Education & Training – Donor First Philosophy Training – Seven Faces of Philanthropy – Donor Spotlight Series – HQ Theme Weeks • Presentations, E-Mail Communications, Posters & Bulletin Boards – Professional Book Clubs – Stewardship Summit for Development Team
    17. 17. Full integration of our direct response initiatives
    18. 18. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Was it worth the effort? • Improved efficiency & response – Same Day Bank Deposits – 86% Improvement in Problem Solving Response Time – 80% Improvement in Time to Acknowledge – 4% DM Revenue from Second Ask Acknowledgement Program • Reduction in Donor Concerns
    19. 19. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Measures of Success • Common Language – “Is that best for the donor?” • SAVES Program – 1000+ Smile Partners – $250,000+ annual donations • Improved Relationships
    20. 20. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. DISCUSSION • Are you feeling the effects of the economy on your fundraising programs? • Do you believe retaining donors is cost effective for your organization? • What strategies are you currently implementing to engage and retain donors? • What will you do differently, based on what you heard today?
    21. 21. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. KEY TAKEAWAYS Donor First: Building Constituent Loyalty and Engagement
    22. 22. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Key Takeaways • Define exceptional customer service expectations and implement across your organization – Donor First Program • Establish a team focused on building relationships and retaining donors – Provide them with the tools and training they need • Insure you have vendors who partner with you to provide exceptional service to donors
    23. 23. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Key Takeaways • Properly thank your donors – and listen to what they have to say when you call! • Train your staff to retain donors – offering alternatives for donors to remain engaged with your organization • Allow for flexibility within your direct response fundraising program so donors can choose the response method that suits them best
    24. 24. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Why? Help more children…
    25. 25. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Operation Smile Partners • Blackbaud – Donor Database - The Raiser’s Edge – Target Analytics • Russ Reid Company – Direct Response Marketing Agency • Merkle Response Services – Gift Processing – Online Image Viewing – Acknowledgements
    26. 26. Donor First: Building Constituent Loyalty and EngagementDonor First: Building Constituent Loyalty and Engagement © 2009 Blackbaud, Inc. Sources • Winning on Service in an Uncertain Economy, Carlson Marketing Worldwide, 2008 • Accelerate Your Customer-Centric Journey: Four Best Practices, CustomerThink Corp. 2008 • Accenture Survey, July-August 2008 – http://www.directmag.com/crm/poor-service-not-p • Non-Profit Sector in Brief, May 2008 – Urban Institute and National Center for Charitable Statistics

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