Recently, Katy Dubina and Chris McKinley presented on behalf of the Integrated Marketing Advisory Board (IMAB) at the recent Blackbaud Conference (BBcon 2013). The session addressed busting organizational silos through maintaining a razor sharp donor focus. Having a donor focus, and perspective, at all times can be a tool to busting down silos. Byproducts can be increased growth and retention through improved-integrated marketing strategies and implementation. The session focused on 4 primary needs in order to bust silos: 1. Ability (to deliver) 2. Coordination 3. Cooperation 4. Connection Unfortunately, there is video embedded within the deck that is not enabled. Katy Dubina is the Director of Digital Marketing at CDR Fundraising and Chris McKinley is the VP of Strategy at Grizzard Communications Group

1. Donors in Focus
Improve Donor Engagement
PRESENTED BY KATY DUBINA AND CHRIS MCKINLEY
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2. INTRODUCTION
ROLE CALL
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3. DONOR FOCUS
What you should know about donors
Why they give again
1. Donors give because they like to give
• Joy of Giving
2. Giving is personal
• Significance of their role
3. Donor development is relational
• Confidence their gift
4. Frequency and Call-to-Actions of
meant and helped
• Offer is clear and giving
communications plays significant role
again is easy
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4. HOW TO GET THEM TO GIVE AGAIN
Meaningful and relevant
communications and experiences
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1. Speak to the donor, for the
donor and about them
2. Appeal to their emotions
and quantify their impact
3. Be interesting and provide
new information
4. Express need for their
continued involvement
5. Be consistent across
channels
6. Make it easy to give
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5. DONOR FOCUS
New Donors
Loyal Donors
Sustaining donors
Lapsed donors
Non-donors
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1. Speak to the donor, for the
donor and about them
2. Appeal to their emotions
and quantify their impact
3. Be interesting and provide
new information
4. Express need for their
continued involvement
5. Be consistent across
channels
6. Make it easy to give
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6. ORGANIZATIONAL SILOS AFFECT YOUR
DONORS
• Many times, the greatest threat and challenge facing a non-profit
organization and their ability to embrace an integrated multi-channel
approach is, in fact, the non-profit organization itself.
I run this PROGRAM!
It is my NAME!
Major Gift
Officers don’t
want us talking to
those donors.
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7. FOUR ATTRIBUTES OF ORGANIZATIONAL
EFFECTIVENESS
• Ability
- What limitations restrict your abilities to execute and deliver integrated
campaigns?
• Coordination
- Are you coordinating efforts and communications across internal teams?
• Cooperation
- Do you cooperate across departments or business units?
• Connection
- Are you making a clear connection with each individual supporter?
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8. Before you can create a consistent and clear experience
for your donors, you must first achieve these attributes
internally at your organization.
Cooperation
Coordination
Connection
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Ability

9. ABILITY
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10. ABILITY
• Many things affect our ability to perform
Where do your challenges lie?
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Budget
Staff and resources
Infrastructure or technology limitations
Consolidated data
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11. ABILITY
• Challenge:
- Expense and revenue budgets crossing departments make investment
justification difficult
• Donor Impact:
- Opportunity cost in delaying or missing campaigns
- Organization may not have best balance of quality vs. quantity of donors
- Missed opportunities in donor stewardship and cultivation
• Solution:
- Prove the case to go multi-channel
- Look at campaign results as a whole
- Test!
• Donor Impact
- Regular, consistent communications
- Improved performance, response and donor value
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12. ABILITY
• Making the Case
- Donors contributing in more than one channel have a significantly higher
donor value
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13. ABILITY
• Justify the Investment
- If the “donor” belongs to the organization, not just one department, who gets
credit for a gift? How are costs justified?
- Investment or “touch” may occur in one channel, but response occurs in
another channel
• Bookending emails
• Targeted Display and Retargeting
• Cookie Matching
- Attribution or Understanding?
• Do you have the infrastructure in place to correctly
attribute impact of every marketing dollar spent?
• Or, will leadership understand that the multiple
components of the campaign will improve donor value and
retention, so worth the investment?
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14. ABILITY
• Justify the Investment
- Begin by taking an integrated view of campaigns and performance
- Email + direct mail
DM Campaign alone generates
$10,000 of Revenue.
e-Mail Campaign alone
generates $1,000 of Revenue.
Unified integrated campaigns
generate $13,800 of Revenue.
Some of the DM lift should be
credited to the e-Mail touch.
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15. ABILITY
• Justify the Investment
- Take it a couple steps further…
Email
Email
Telemarketing
Telemarketing
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Ads
Direct
Mail
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Direct
Mail
Direct
Mail
Email
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16. ABILITY
• Justify the Investment
- And a few more…
- As you can see, the number of channels can grow significantly and drive
responses in a variety of channels. It’s vital to have systems in place to
understand and attribute expense and response
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17. ABILITY
• Challenge:
- Your online CRM and offline database of record are not synchronized
- In email you create ask strings based on last online gift while in direct mail
you rely on last direct mail gift
• Donor Impact:
- Inconsistent ask amounts
- Lower campaign performance or response
• Solution:
- Ideally – synchronize your databases
- Alternately – at least sync transactional history to account for all historic
performance
- Understand donor behavior and earmark revenue attribution
• Donor Impact
- Consistency and clarity
- Increased campaign response
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18. ABILITY
• Example – Pre & Post email messages with direct mail appeal
• Synchronized data sets:
- Use your CRM tool to craft dynamic, personalized ask strings in your emails
and landing pages to match ask amounts in direct mail
• No data sync
- Manually craft ask strings on email appeals and landing pages so donors at
least fall into proper range
• In practice: An organization had online transactions updating offline
database, but CRM was not populated with DM data.
- Manual ask string ranges created in email to match DM
• $20, $40, $60, $80: Avg gift: $37.80
• $60, $80, $100, $120 : Avg gift: $101.40
• $120, $200, $280, $360: Avg gift: $118.00
• $240, $480, $720, $840 segment: Avg gift: $416.67
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19. COOPERATION
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20. COOPERATION
• the process of working together to the same end
-
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collaboration,
combined efforts,
teamwork,
partnerships,
liaisons,
coordination,
synergy,
and compromise
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21. COOPERATION
• Challenge:
- Form and function don’t always align or share the same goals, budgets or
motivations
- Current processes and timelines may present barriers for cooperation
• Donor Impact:
- Communications and the channels used to distribute may seem disjointed to
a donor
- Create confusion, disinterest and lack of action
• Solution:
- Shared vision can be the biggest catalyst for better cooperation
- Integrated development of communications planning is a must
- Co-develop tools to inform implementation
• Donor Impact
- Engaged, fluid and personal interactions that guide supporters to clear callto-actions
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22. SHARED VISION
• Solution:
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Vision and strategy are both important, but both are not the same priority
Vision with a common goal is priority; “begin with the end in mind”
Strategy development based upon interconnected parts and KPIs
Predefine success metrics to meet goal
• Engage new audiences
• Retain active donor base
• Grow major giving revenue
• Increase prospects for planned giving program
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23. INTEGRATED DEVELOPMENT
• Solutions:
- Develop an integrated sharing environment
• Create committees and identify key stakeholders
• Purpose is to promote sharing of information such as:
– communications strategies and calendars
– analysis to support strategies that impact goals
– Centralize information repositories for better sharing
– and map out potential donor experiences
• Results:
• Maximizes productivity and minimizes frustrations
• Can reveal a clear vision of the donor experience, experience gaps and
potential changes required as they relate to the donor and goals
• Collaboration is catalyst of innovation and can ONLY enhance donor
focused experiences
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24. CO-DEVELOP TOOLS FOR IMPLEMENTATION
• Integrated:
-
Calendars
Donor audiences matrix, cross tabbing with communication tactics
Analytics that are meaningful to inform stakeholder strategies
Budget planning processes
Implementation plans with collaboration points
Develop:
- Optimize text, mobile images for small screens
- Consider frequency of communications being sent and the relationship of
how and when donors give
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29. 29

36. COORDINATION
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37. COORDINATION
• Challenge:
- Your direct mail program mails an “annual fund” appeal in October
- Your email communications focus on “hunger awareness” in October
• Donor Impact:
- Confusion, uncertainty, what is their donation supporting?
• Solution:
- Coordinate your messaging themes and calendars
• Donor Impact
- Consistency, clarity
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38. COORDINATION
• Coordinated Calendar and Content
- Coordinate across internal teams to plan direct mail, email, public relations,
social media calendars
- Does the content on your website homepage reference all current
campaigns?
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39. COORDINATION
• Universal Content
- Use a common design scheme across all media
- Meet regularly to coordinate content and campaign elements
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40. Christian Appalachian Project
Direct Mail
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astruebing@cdrfg.com

41. Christian Appalachian Project
Landing Page
Email Template
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astruebing@cdrfg.com

42. Christian Appalachian Project
Display and
Facebook Ads
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astruebing@cdrfg.com

43. COORDINATION
• Coordination of calendars
- In the example above, coordination was key to manage campaign schedules
was critical to getting the campaign launched and tracked
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8
Display targeting - initial
Display targeting - more urgency
Facebook custom audience
Direct Mail
Pre-Email
Follow Up Email
SEM
• Setup for success
- Each component of the campaign was set up for results tracking to assist in
response attribution
- Use unique URLs, forms and tracking codes to properly track responses
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44. CONNECTION
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45. CONNECTION
1. Donors ultimately give to people (or animals), not to
organizations.
2. This is relational and not transactional
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47. CONNECTION
• Challenge:
- Silos can starve the donor of the experiences that connects them to your mission
• Donor Impact:
- Donor begins to view you as junk mail, spam – a waste of their time
• Solution:
-
Multichannel strategies allow more impressions and a two-way dialog
Connect messaging online with the messaging your sending offline
Anchor personal acknowledgement of their support in communications
Create messaging links across mediums to form a campaign with clear call-toactions
• More complex campaigns focus on audience to offer strategies
• Donor Impact
- Successful personal connection to the donors enables a welcomed future
relationship
- Increased sense of affirmation and dedication
- Adds credibility to your organization and mission
- Provides alternative means of communicating with donors and allows them to
communicate directly with you
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48. CONNECTION
Connect the Donor Experience with the Goals
Lightbox/Banners
SMS
DM Appeal ON Appeal Telemarketing
Website
PPC
Retargeting
SEARCH
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49. INTEGRATION
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4
9

51. INTEGRATION OF RESEARCH AND ANALYTICS FOR
MESSAGING
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52. MESSAGE TESTING FOR MUSCULAR
DYSTROPHY ASSOC.
Four separate taglines were scored on the following attributes (5 pt.
scale):
‣
‣
‣
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Expression of Need
Emotional Resonance
Donation likelihood
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5
2

53. MESSAGE TESTING
"This tagline communicates a need for help."
Help Kids Win the Fight against
Muscle Disease
1.17
Help Kids Live Stronger. Better.
Longer.
1.10
More Research. Better Treatments.
Stronger Kids.
1.09
Make a Muscle, Make a Difference
0.67
0.00
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0.50
1.00
1.50
2.00
5
3

54. MESSAGE TESTING
"This tagline resonates with me at an emotional level."
Help Kids Win the Fight against
Muscle Disease
0.89
Help Kids Live Stronger. Better.
Longer.
0.88
More Research. Better Treatments.
Stronger Kids.
0.85
Make a Muscle, Make a Difference
0.46
0.00
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0.50
1.00
1.50
2.00
5
4

55. MESSAGE TESTING
"I would likely make a donation."
Help Kids Win the Fight against
Muscle Disease
0.74
Help Kids Live Stronger. Better.
Longer.
0.70
More Research. Better Treatments.
Stronger Kids.
0.67
Make a Muscle, Make a Difference
0.44
0.00
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0.50
1.00
1.50
2.00
5
5

56. "I would likely make a donation."
Help Kids Win the Fight
Against Muscle Disease
0.74
Make a Muscle. Make a
Difference.
0.44
0.0
0.2
0.4
0.6
0.8
1.0

58. "I would likely make a donation."
Help Kids Live Stronger.
Better. Longer.
0.70
Make a Muscle. Make a
Difference.
0.44
0.0
0.2
0.4
0.6
0.8
1.0

59. "I would likely make a donation."
More Research. Better
Treatments. Stronger Kids.
0.67
Make a Muscle. Make a
Difference.
0.44
0.0
0.2
0.4
0.6
0.8
1.0

60. EXERCISES
• Identify Challenge
- What is the potential negative donor impact?
• What attributes are necessary to tackle challenge?
-
Cooperation
Coordination
Connection
Ability
• Craft a solution incorporating relevant attributes
• How does this solution improve donor focus or experience?
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6
0

61. 4 SCENARIOS
Cooperation
Coordination
Ability
Connected
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62. SCENARIO ONE
The Situation:
A human services charity decides to undergo a website redesign project. The
organization is comprised of internal departments handing development, media
relations, communication, programs and volunteers. In tackling a website
redesign project, it is important to ensure necessary content is presented that
achieves each departments’ goals, as well as the web visitors needs when
accessing the site.
What organization attributes are related to this project and how will the
organization work together to achieve the best design, content strategy and
web experience for their staff, stakeholders and various audiences?
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63. SCENARIO TWO
The Situation:
A nonprofit organization has recently begun investing heavily in acquiring
sustaining donors. While one-time and sustaining donations all contribute to
the individual fundraising budget within development, different team members
manage the budgets, cultivation and communications for one-time givers
versus sustainers. The marketing channels used to drive sustaining gifts
include direct mail, online, telemarketing and direct response television. Onetime gifts are mostly driven through direct mail and online, yet experience a lift
when investment occurs in telemarketing and DRTV.
All digital efforts, including efforts to acquire and reactivate sustainers fall in the
one-time budget, but the revenue associated with sustainers is tracked under
the sustainer line item.
What organizational attributes are related to this project?
What challenges may the nonprofit face with this approach? How is the donor
impacted? What may be a good path forward in achieving the best mix of onetime and sustaining donors for this organization?
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64. SCENARIO THREE
The Situation:
Your working in the development department managing the annual fund and
acquisition programs within the Direct Response department. You have many
friends in the Marketing Communications department because they manage
the content on the website and send out the organization email including enewsletters, science updates from research department and e-appeals.
Communications usually get sent to the whole file. In the past there was very
little collaboration between the two departments because of separate budgets
and different departmental goals, however, the CEO continues to increase the
direct response revenue goals, but never increases expense spending
budgets. In December, Acme Pharmacy has donated $100,000 in a matching
fund challenge. To top it off, the VP of Marcom just quit because her partner
just won the lottery. December is pretty busy already.
Identify the opportunities to boost donor engagement, increasing fundraising
effectiveness and developing a are related to this project and how will the
organization work together to achieve the best design, content strategy and
web experience for their staff, stakeholders and various audiences?
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65. SCENARIO FOUR
The Situation:
You’re the account director on a brand new national account. The offline
fundraising program has consistently experienced declining growth -- 22% from
2011 to 2012 and 20% decline the year before. Overall, the organization is
making has been meeting its budget until just this year, despite the decline of
the offline program. Finance is upset and leadership is beginning to question
the value of the offline program and is looking to your for answers. You may
lose the account before long if you cannot make a case.
Identify the potential problem areas as it relates to donor experience and the
appropriate stakeholders needing to be involved in order to develop a plan to
address problems. After stakeholders are identified, each member of the team
should take on one of the roles.
1. What are the things you want to know the most to identify problem areas?
2. Who are your stakeholders?
3. What is the case and the approach you’re going to present to the CEO and
Finance?
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66. THE INTEGRATED MARKETING
ADVISORY BOARD
•
•
Promoting active discussion
of integrated marketing
in the nonprofit sector
Sign up to find
inspiration through:
• Case studies
• Fresh ideas
• Practical tips
www.imabgroup.net
Twitter: @TheIMAB
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67. THANK YOU AND QUESTIONS
?
#DONORFOCUS
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