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What happens when the power goes out? Today’s world of mobile devices, email from anywhere and social media create the customer expectation that power companies should send timely, relevant information during a power outage – and in the customer’s preferred communication channel.
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Whether it be driving change in civil society or the delivery of quality education, social change requires authentic engagement. 1:1 lifecycle and lead qualification marketing campaigns provide a great framework for building authentic relationships. Two leading innovators will share their real-world experiences and showcase how they’ve achieved phenomenal success.
1:1 Journeys Driving the Personalized Constituent ExperienceSalesforce.org
Whether it be driving change in civil society or the delivery of quality education, social change requires authentic engagement. 1:1 lifecycle and lead qualification marketing campaigns provide a great framework for building authentic relationships. Two leading innovators will share their real-world experiences and showcase how they’ve achieved phenomenal success.
How To Make A Demand Management FrameworkMalcolm Ryder
Managing demand is critical to both efficacy and viability for any organization with ongoing heavy workloads or large consituencies. But "demand management" is routinely used to label the wrong thing. Seen properly as something that exists whether we respond to it or not, demand has its own life and impact. This general discussion surveys the distinction of demand and what to do with it.
What happens when the power goes out? Today’s world of mobile devices, email from anywhere and social media create the customer expectation that power companies should send timely, relevant information during a power outage – and in the customer’s preferred communication channel.
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How To Make A Demand Management FrameworkMalcolm Ryder
Managing demand is critical to both efficacy and viability for any organization with ongoing heavy workloads or large consituencies. But "demand management" is routinely used to label the wrong thing. Seen properly as something that exists whether we respond to it or not, demand has its own life and impact. This general discussion surveys the distinction of demand and what to do with it.
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Most procurement plans establish targets to be delivered over a number of years, and indeed most of the effort in the current year will not achieve maximum returns until future years Procurement. But there is still a target to deliver this year, and due to unforeseen circumstances you many need find benefits that will count towards this year’s targets.
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Watch a recording of this presentation: https://youtu.be/heU81d2ORYY
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Skoll Foundation's Next Generation Grantmaking with SalesforceSalesforce.org
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This webinar will also include a demo of foundationConnect, a grants management solution built on Salesforce.
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Swati Tyagi, Director, Product Management, roundCorner
Naomi Morenzoni, Director, Philanthropy Outreach & Engagement, Salesforce Foundation
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Most procurement plans establish targets to be delivered over a number of years, and indeed most of the effort in the current year will not achieve maximum returns until future years Procurement. But there is still a target to deliver this year, and due to unforeseen circumstances you many need find benefits that will count towards this year’s targets.
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Presentation from Salesforce.org Higher Ed Summit 2018 by: Tyler Gayheart, University of Kentucky, Jordan Adler, University of Kentucky, Lisa Runion, University of Kentucky, and Jim Gilbert, Huron.
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Fundraising, Advancement, & Marketing Mash-up
1. Fundraising, Advancement, and Marketing
Mash-up
Chris Thomas
Chief Innovation Officer
Sierra Club
@cxthom
Jen Jurgen
Associate Director of Operations,
University Relations
Wesleyan University
2. Safe Harbor
Safe harbor statement under the Private Securities Litigation Reform Act of 1995:
This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such
uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from
the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact
could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues,
or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief,
any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our
services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new
functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in
our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of
any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we
operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth,
new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and
utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of
salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form
10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC
Filings section of the Investor Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently
available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions
3. Who we are. What we do. How we do it.
Global Force
for Good
Two
Organizations
Salesforce
FoundationSalesforce.or
g
Product Development
& Distribution
Programs &
Grants
One
Model1% Product 1% Equity 1% Time
Pledge 1%
10 Free
Licenses
Deep
Discounts
Two
Product
Discounts
Three
Areas of
Reinvestment
Innovation Community Grants
Six
Nonprofit
Solutions
Fundraising Programs Engagement
Marketing Big Data Platform
Two
Social
Sectors Nonprofit Higher Ed
$85M+
Grants
920K+
Hours
25K+
Customers
$350M
+
Donated
Product
4. Celebrating 16 Years of Giving Back
1-1-1
Model
Adopted
$85M+
Grants
1% Equity
25K+
Nonprofits & Higher Ed
1% Product
Sharethemodel.org
920K+
Service Hours
1% Time
6. Market
Recruitment
Engage
GL Housing HCM SIS LMS Degree
Audit
Financial
Aid
Meal
Plans
Payroll
Student Success
Analytics
Advancement
Prospects
Donors
Faculty & Staff
Parents
Corporations
Students
Alumni
The Connected Campus
System of
Record
System of
Intelligence
System of
Engagement
16. Fundraising, Advancement, & Marketing Mash-up
Jen Jurgen
Associate Director of Operations, University Relations
Wesleyan University
Middletown, Connecticut
17. Best practices are those
practices that generally
produce the best results or
minimize risk.
- Chad White (Email Marketing Rules)
18. Goals – Presentation Overview
Onboarding and
Developing Best
Practices
Success of Wesleyan’s
#GivingTuesday
Campaign
Q & A
1 2 3
19. Onboarding and Developing Best Practices
• Our Approach – our constituent base does not change and we can’t lose them
• Use of data extensions (using data from fundraising database)
• Creating basic templates
• Strategic use of FROM, SUBJECT lines and planning timing of send
• Learning when and how to use segmentation, A/B testing, dynamic content
• Assigning a group of emails to a campaign for ease in reporting
• Preview/Testing and approval process
20. Wesleyan’s #GivingTuesday Campaign – 12/2/14
Goal = 1,000 gifts
Using a global movement to market our cause
Series of 9 emails:
• Introduce #GivingTuesday starting two weeks
prior
• Feature recognizable spokesperson (actor
Brad Whitford ’81)
• Highlight something constituents care about
(supporting financial aid)
• Provide updates on progress throughout the
day (4 emails on day of)
• Post-Campaign Follow-up with results (next
day)
22. Sample Email Sends for Giving Tuesday Campaign
Sample 1:
Introduction to Campaign: 11/23
Sample 2:
Introduction to Campaign: Black Friday – 11/28
23. Sample Email Sends for Giving Tuesday Campaign
Sample 3:
Early Progress/Solicitation – 12/2, 8 AM
Sample 4:
Giving Progress/Solicitation – 12/2, 5 PM
24. Results
• Series of emails were sent to constituent base of 19,000
• Average deliverability rate of 99.6%
• Average open rate of 30.15%
• 10% conversion rate – over 2,000 gifts totaling $563,000