The document discusses starting points for customer relationship management (CRM). It makes several key points: 1. There is no single supporter journey - the path is influenced by every interaction and response. Segmentation is important to understand different supporter types. 2. CRM is about more than just fundraising - providing value to supporters through each touchpoint is as important as fundraising asks. Strategy and testing are crucial. 3. Small changes can increase supporter value today, like focusing on insight, segmentation, and testing simple engagement strategies for different supporter segments. CRM is not just for large organizations.

1. The CRM journey - where do I start?
4 February 2013

2. Join our campaign!
SAY NO TO
CAFFEINE

3. Talking about CRM: starting points
There is no such thing as the supporter journey
All change
CRM is not just about the ask

4. Our starting point
• One aim: protect and • One aim: protect and
increase supporter value increase supporter value
• What we do for the supporter • Inspired supporters are
is as important as what we do valuable supporters
to the supporter • To inspire a supporter you
• Start with insight and analysis: have to know what they are
but how are you going to use motivated by
it? • The world is changing, and we
• Strategy is important. But no need to change with it
excuses: you can make small • People make change happen
changes that will increase
supporter value today

5. Talking about CRM
There is no such thing as the supporter journey
All change
CRM is not just about the ask

6. There is no such thing as the supporter journey

7. The supporter journey?
What next, Steve?

8. The supporter journey?
You should know:
• I have just made a cash
Cash Thank
donor you
donation
• My Dad had Parkinson’s
You know: disease
• I made an in memoriam
• I have just made a cash
donation in October 2010
donation
• I moved house within the last
five years
• In the past I have made
monthly donations
• I used to buy Christmas cards
from you
What next, Steve?

9. The supporter journey?
Cash Thank Cash CG ask Cash Raffle Cash
donor you appeal appeal appeal
Source: Sargeant and Jay (2004)

10. The supporter journey?
Cash Thank Cash CG ask Cash Raffle Cash
donor you appeal appeal appeal
Regular Thank Survey Upgrade Cash Raffle Cash
giver you ask appeal appeal
Event Thank Reminder Thank Event Event Cash
participant you you request request appeal
Legacy Thank Cash
pledger you appeal

11. The supporter journey?
Regular giver
Cash donor
Event participant
Legacy pledger

12. What influences the supporter journey?
Action
Yes No
Yes No Yes No
• Every response can influence propensity
• Every refusal can influence propensity
• Every ask can influence propensity

13. Example: impact of upgrade call on future attrition
• Supporters
who refused
to upgrade
were least
likely to lapse
Source:
Pell & Bales (2012)

14. What influences the supporter journey?
Every contact has the
potential to change the
direction of the
supporter’s journey
Source:
Pell & Bales (2012)

15. Starting to take control
• Think about your
supporters in other ways
than their current
product/relationship
• A good starting point: build
a segmentation of your
database
• Analysis can establish your
axes and allocate
supporters to segments
• But what if you don’t have
a budget?

16. Starting to take control
• Value and engagement are
a good place to start
• Create some simple
business rules:
- The thresholds between
value bands
- Categorising forms of
support
• Simple cross-sell tests will
help you to find the most
productive journeys

17. No such thing as the supporter journey?
• So there is such a thing as the supporter journey:
– It’s just not as straightforward as many people think
– And it’s not something you design in a workshop
• You need to segment your supporter base:
– But not (just) by product
• Segmentation is not just available to big organisations with big
budgets:
– Everyone can make a start
• But segmentation is the key to understanding your supporter base so
you can unlock its potential value

18. Talking about CRM
There is no such thing as the supporter journey
All change
CRM is not just about the ask

19. Direct
Marketing
Events
Trading
Is this your charity?
Legacies
Campaigns
Engagement
Volunteering
Internet

20. Your world is changing

21. A new type of journey
Low value High value
Single product Multi products
Activity Mission
Responding Committed
You need to change
what you’re doing!

22. People
Forming
"Never underestimate the
Storming
power of a small group of
committed people to change
the world. In fact, it is the Norming
only thing that ever has." Create your
Margaret Mead Performing
team
Transforming

23. Working together
Common
ambition
Conflict Conflict

24. Working together
Common
ambition
To be Britain’s favourite charity
Enable supporters of all types to have an impact on poverty.
To create an ‘army’ A shared
ambition

25. Working together
Enable supporters of all
To create an
types to have an impact
‘army’
on poverty.
Membership
Shared
objectives

26. Change so far
Create your
team
A shared
ambition
Shared
objectives

27. Insight
Market level Segment level Individual level
Connection
Demographics
Behaviours
Trends Experiential and
emotional

28. What you really need to know about that connection
Personal
insight
(connection)
Golden
Question

29. Use the connection
Segmentation Targeting
Personalise
Messaging

30. Making it all happen
Engagement Online
To create an ‘army’
Big Garden
Bird Watch engagement
Events
Membership
Send off for Trading
information Value
Visit reserves 2 million
members Merchandise
Volunteering
Donate
Campaigning

31. Making it all happen
Value
All touchpoints Clear strategy engagement

32. One thing that won’t change. Much.
Testing
A test plan

33. More change
Personal
Create your
insight
team
(connection)
A shared
Personalise
ambition
Shared
Clear strategy
objectives
A test plan

34. And one last change

35. All change?
• The most important thing is building a team
– Give them a clear ambition and clear objectives
• Our knowledge of our supporters must improve
– More individual and personal
• Our strategy must be clear
• Our plan must be tested
• And you must love your data analyst!

36. Talking about CRM
There is no such thing as the supporter journey
All change
CRM is not just about the ask

37. Truths
Our single-minded focus:
protecting and increasing
customer value
What we do for the customer is
at least as important in driving
value as what we do to the
customer

38. Important
What if?
Currently active supporters 100,000 100,000 100,000
Average value £ p.a. £60 +5% +10%
Tenure (years) 6 +1 +1
LTV £360 £441 £462
How much does it cost you to
acquire a new supporter?
• Completely satisfied customers six times more likely to repurchase
than satisfied customers
• Completely satisfied customers over 40% more likely to be loyal
Source:
Why Satisfied Customers Defect
Jones & Sasser, 1995

39. Proven
In the first study to address donor satisfaction Sargeant
(2001) identified a positive correlation with loyalty, donors
indicating that they were ‘very satisfied’ with the quality
of service provided being twice as likely to offer a second
or subsequent gift than those who identified themselves
as merely satisfied.
Perceptions of the quality of service
Source:
offered to donors are the
Donor Retention: What Do We single biggest driver of loyalty in the
Know and What Can We Do fundraising context.
About It?
Sargeant, 2008

40. The 4 Ps of effective supporter care
Priority
Performance Process
People

41. Supporter care strategy
• Establish your vision for the role of supporter
service
• Review your current performance and capability:
establish priorities for focus and investment
• Establish SMART objectives, a sound business
case and a clear plan for closing the gap between
the current situation and your ambition
• Crucially, leadership must demand that supporter
service excellence is an organisational priority
Questions:
• Do you have a supporter care strategy?
• What’s your vision: what kind of experience do you want to create?
• Do you know your supporter care strengths and weaknesses?
• Should supporter service be purely responsive? How can it drive value?

42. Proactive supporter care: Moments of Truth
Every interaction with a supporter is an opportunity to create value or
potential value. They happen in your supporter service team every day
We developed a Description Desired outcome
Supporter confirms
programme with one Supporter complains continued support
client, to explore the
Supporter won back
potential of Moments Supporter calls to cancel during call
of Truth:
Anyone makes a product Supporter makes
enquiry commitment during call
Supporter calls for any Check/obtain Gift Aid
reason declaration
Supporter calls for any Check/obtain core
reason supporter data
65% of all Moments of Truth activities resulted in a positive outcome, of
which 67% had a direct financial impact

43. Proactive supporter care: Fast track win back
• When a supporter cancels
their regular gift, do you
attempt to save them?
• We helped one client to
establish a fast track
reactivation programme within
their supporter service team
• A dedicated team member
contacted all lapsed
supporters within three weeks
of cancellation, to ask them to
continue their support
Over 40% of all supporters contacted by telephone agreed to restart
their regular gift

44. Supporter care process
• Consistent, reliable service Questions:
• Achieving service levels • Top down: what do we do and
• Managing resources how do we do it?
• Resolving issues • What are your most frequent
and important transactions?
• Breaking the cycle of errors and
• What’s the customer process
corrections
for these transactions? How
• Delivering service that can it be improved?
differentiates your organisation… • Tactically: when a problem
…is only possible if you fully occurs, do we seek a quick fix
understand, document and manage or do we understand the
processes across your organisation process and how it should be
changed?

45. Supporter care people
• Supporter service teams must recognise that
they have two roles:
– To ‘own’ the supporter’s enquiry and deliver
fast, effective service
– To identify and exploit opportunities to
increase supporter value
• But a change of culture requires training & development support, close
ongoing management and motivation
Questions:
• When a supporter calls to cancel, do you process the transaction or save them?
• If a supporter enquires about a product, do you send information or convert their
interest into support?
• Do you exploit quick wins such as obtaining Gift Aid consent from all callers?
• Do you take every opportunity to gather information that will make future
fundraising communications more relevant and effective?
• What skills and resources will you need to develop in your organisation, to make
this change happen?

46. Supporter care performance - internal measures
• Accurate, current management information is
vital for the effective management of
supporter service delivery
• Establish targets, service levels and KPIs
• Start with your process understanding:
monitor and report your achievement of key
process milestones
• Start to measure what income is generated
through your supporter service team!
Questions:
• Have you established service levels for all your most frequent and important
supporter service transactions?
• Do you know your % achievement of these targets this week/month/year?
• If you fail to achieve your service levels, do you have a procedure for taking
action?
• Does your senior management know how you are performing?
• Is your supporter service team a cost centre or a value centre?

47. Supporter care performance - supporter measures
• ‘How satisfied are our
supporters?’ is the most
critical measure of your High Invest Sustain
performance
Importance
• Start now, and establish a
baseline
– Continuous research
– A periodic exercise Low Monitor De-prioritise
– Through your contact with
supporters
– Post-experience survey Low High
• Measure satisfaction and Satisfaction
importance Matrix adapted fromDonor Retention: What Do We Know and
What Can We Do About It? Sargeant, 2008
Questions:
• How will you understand how satisfied your supporters are with the
experience you give them?

48. gh.crm@btopenworld.com Roger@RogerLawsonConsulting.com
linkedin.com/in/garyhancock www.RogerLawsonConsulting.com
@oxfordgary @RogerLawson
07918 104500 07929 208848