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Corporate Engagement In 2010
1) Corporate responsibility has broadened beyond just philanthropy and now focuses on long-term partnerships where corporations and charities can achieve shared objectives. 2) The recession has impacted corporate giving with less money for sponsorships, grants, and gala events, though employee fundraising and gifts-in-kind are growing. 3) To attract corporate support, charities need to understand corporate needs, offer tangible benefits and value, and have infrastructure to facilitate flexible partnerships focused on mutual strategic goals.
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Corporate Engagement In 2010
- 1. Corporate engagement in2010 Simon Burne August 2010
- 2. The definition of corporate responsibility has broadened and become decoupled from philanthropy… Leo Martin, Director GoodCorporation
- 3. Building long-term success Preferences Match Corporate Charity Corporate objectives Funding Brand-building Gifts in kind Advisors/Network Secondees Staff involvement Strategic advice Campaigning Communication channels Gifts of product or resource Brand-building Communication channels Campaigning Funding Corporate objectives
- 4. How Companies willCommit Interest Engagement Commitment Project visits Project visits Advice Advice High value donations High value donations Networking Networking Donation of Donation of Recommendations Recommendations Conferences product product Conferences Word of mouth Donation of time Donation of time Word of mouth Mailing Low value Low value Mailing donations donations
- 5. The components ofCorporate Responsibility
- 6. We must changefrom “What do we want from you” to “What can we do for each other?” and “What can we achieve together?”
- 7. The impact ofthe recession
- 8. Gala dinners • Lessinterest in attending – keep low visibility • Table prices are down • Less sponsorship of such events
- 9. Sponsorship • Little free money for sponsorship • Business benefits pushed harder than ever • Marketing budgets under pressure • Child helplines offer clear brand benefits
- 10. Grants • Corporate trusts/charity committees have percentage of profits – Percentage falling – Profits falling • Small regular gifts to niche charities relatively safe
- 11. Cause-related Marketing • Stilldeals to be had – but much more bottom line driven • TV-driven CRMs most popular • Not many financial deals to be had!
- 12. Employee fundraising • Holdingup well – even growing • COTY’s carry on with greater emphasis on employee fundraising • Challenge events receiving more match fundin • Team-building events
- 13. Gifts in kind •Growing – especially staff out-placement and volunteering • Fitting out projects (equipment and decorating) • Beware Dear Johns • Beware dead stuff • More demand for co-branding/recognition
- 14. Campaigning • Growing interestwhere strategic brand positioning interests coincide • Willingness to use commercial communications channels
- 15. What companies say… •Inundated with requests • Spoilt for choice • CSR aligned to corporate strategy • CSR must keep stakeholders happy • CSR must bring about change
- 16. Most important factorsin decision to sponsor Marketing – Brand fit – Fit in Overall Marketing Mix – Marketing impact – Audience Reach – Media exposure Corporate Social Responsibility – Fit in Corporate Responsibility Framework – Business need Social Outcomes – Specific Objectives – Community Outreach
- 17. The Perfect Partnerfor a Sponsor Knowledgeable – done their research Professional Listening to business needs Innovative Value for money Clear what they stand for Flexible about meeting halfway Open-minded and helpful Enthusiastic Responsive Easy to get on with Someone who recognises win-win situations
- 18. What companies wantfrom us… Help deliver corporate objectives Infrastructure in place – Dedicated account manager/team – Model contracts – Information packs – Fundraising materials – Co-branding agreements Local projects or clear projects that will benefit Excellent reporting on progress
- 19. What charities docorporates like? • Well known and understood • Readily recognised brand • Motivating for their stakeholders – especially staff • Good spread of projects across the UK or internationally • People (children/cancer) or environment focused • Good track record of corporate partnerships
- 20. What companies don’tlike • Amateurishness • Over-promise, under-deliver • Slow in response • Narrow offering of ways to engage • Lack of flexibility • Consortiums • Can’t or won’t acknowledge the work the company is doing
- 21. Best practice • Researchcompanies carefully • Screen ethically up-front and decide on appropriate levels of engagement • Nurture over time • Focus on partnership: mutual strategic benefits • Bespoke packages addressing common areas of interest and benefit • Offer range of options for engagement • Financial and non-financial benefits
- 22. Know what youcan offer Clear ex ante ethical policy and engagement strategy Thresholds for engagement – Product endorsement – Licensing – Roles and responsibilities
- 23. Ethical policies • Oftena bureaucratic way of saying “no” • Often no more than a listing of sectors “we feel uncomfortable with” • Often reflects the biases of the most vocal • Inflexible and restrictive
- 25. Why don’t wetalk about the ethics of refusing a donation? Rather than the ethics of accepting a donation
- 27. A beneficiary-focused ethicalpolicy Four questions: – What impact would refusing a donation have on the charity’s ability to deliver to beneficiaries? – What would our beneficiaries say? – Have we asked them? – Would they accept a poorer service on ethical grounds?
- 28. A brand-based ethicalpolicy No dialogue Transaction Partnership •Challenges •CRM >£50k •Donations •Long-term •Consulting Dialogue •Emp. FR Profile •Advice •No publicity •COTY Alignment •Sponsorship Shared •Monitor brand •Verification •CRM <£50k values •No publicity
- 29.
- 30. What to do? • Nurture who you’ve got • Think about strategic co-achievement • Non-financials – especially volunteering • Think strategic alliance or don’t think at all! • Be proactive and selective – research and approach • Think long-term • Be ever more professional and flexible • Focus on those areas showing strength – especially employee fundraising