Deconstructing Marketing Integration (and How to Pull It All Together for Best Results)

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Deconstructing Integration (and How
to Put It All Together for Best
Results)
Olga Woltman, Director, Online Giving, Special Olympics
Liz Murphy, Founder, RedEngine Digital

#Bridge14

@redengine

@lizred

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INTEGRATION
STAFFING
STRUCTURE
BUDGETING &
REVENUE
ORGANIZATION
BRAND
DONOR
EXPERIENCE
TECHNOLOGY
& DATA
CHANNELS &
TIMING
COMPETITION
ATTRIBUTION
!

!
Staffing Structure
Is there an ideal?
•  The standard model
•  Digital & DM together makes sense/ the new norm
•  What about social and mobile? Who should they belong to?
•  Do mobile and web analytics belong in IT or direct response?
•  SEO, the website?
Executive Level
Communications/
Marketing
Direct
Response/
Digital
IT Events

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Staffing Structure
At SOI, Direct Response has always resided in a single
department reporting into the same person (mail, phone,
digital, legacy giving, donor services)
Why it works
•  Shared goals
•  Day-to-day awareness and collaboration
•  Lends itself to integration across a lot of other key elements
Potential Pitfalls
•  Conserted efforts to integrate and collaborate with
communications & marketing teams, key areas for digital channel
•  Leader sets the tone – which can be key to success, or not.

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Budgeting & Revenue
Why it works
•  Shared goals, removes barriers to
collaboration
•  Not worrying about who owns the money,
we are channel agnostic
Potential Pitfalls
•  Individual accountability is still important
•  Requires a cultural shift at every level
BUDGETS
ARE
AWESOME

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Integrated Direct Marketing Program
•  Long history of collaboration with chapters
•  Centrally managed direct response
•  Phased approach
•  Channel-agnostic revenue sharing model

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Why It Works
•  Shared commitment to mission
•  Successful program, cost-efficiencies and revenue,
the impact of not working together is too great
•  Voluntary participation and greater capabilities
•  Managed with the help of advisory group
•  Credibility built over many years
•  Treating chapters as client: reporting,
responsiveness, accountability
•  Clear (contractual) expectations and processes

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•  There can be scary revenue risks
•  Going after the “sacred cows”
•  Digital channels can be controversial
•  Attachment to existing metrics
•  Cannot anticipate every scenario -- or every
personality
•  Making changes too quickly or mandating
participation
•  Increased program management complexity
Pitfalls

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•  Mess of marks to be inserted here…

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Brand: Bringing it all together

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Clear Brand Hierarchy
Why it works
•  Clarity of the brand helps amplify the voice and helps
organization stand out (including in the mind of the
donor)
Potential Pitfalls
•  A long and complex journey to bring all the pieces
together and, over time, complete transition
•  Possible negative impact on revenue
•  Brand vision that does not resonate with donor
audience

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Why Integrated?
•  Because Target, Walmart, Best Buy does it. Why not
your org?
•  It’s a user turnoff if your messaging, offers, brand
experience are not aligned
•  Consumers expect and want it
18 / Special Olympics

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Consumers Say “Integrate!”
Source: MyBuys and e-retailing surveys via Steve Olenski

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Purchase Influences Differ with
Generations & Type of Purchase

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Must Get Rid of the Data Silos
•  If the engagement and transaction history of each customer
could be tracked across all these interaction paths, then
we’d have a 360-degree view of the customer.
OFFLINE
DATA
DIGITAL
DATA
CALL
CENTER
DATA
SOCIAL
DATA

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•  LTV
•  Source coding strategy & beyond
•  Chart your data flow – what,
when, where – visually
•  CRM, CMS, Social Media, Web
Analytics – capture and pass
back data (unique IDs), then
move into donor database
•  For full picture of channel
interaction, “tag” all interactions
All About the Backend
Copyright Creative Commons

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Still Major Obstacles
•  “New” digital interactions (display ad viewthroughs)
•  Limitations of legacy donor databases
•  Technical workarounds to include granular sourcing
(ie., digital is not just one channel from investment
perspective)
•  Time and money to redo data synchs
•  Adjustments for new CRM data changes
•  Major expense and time undertaking

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Other Obstacles
•  “It’s an IT project.” Requires multi-departmental
group (including fundraisers) to identify data capture,
mapping and reporting needs
•  Lack of pre-planned training and education for teams
and partners
•  Accessibility for cross-departmental team members
and partners
•  Others you’ve encountered?

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INTEGRATION
STAFFING
STRUCTURE
BUDGETING &
REVENUE
ORGANIZATIO
N
TECHNOLOGY
BRAND
MESSAGING
DATA
CHANNELS &
TIMING
COMPETITION
ATTRIBUTION

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Communication Matrix: Channels &
Programs

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Shared Outlook or Google Calendar
Courtesy of Humane Society of US

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Campaign Calendars
•  Alignment of key channels & alignment across
departments

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Year-End Coordination with Programs
•  Ongoing communication throughout planning
•  Shared materials and schedule to help align efforts

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Channels & Timing
Why it works
•  To a donor, cause is a single entity
•  Alignment helps take in consideration needs across departments
and teams
•  In the process, we are able to identify opportunities
•  Accept that calendar is not perfect or final
Potential Pitfalls
•  Online & offline planning occurs at different points, requires
deliberate effort to align
•  Time & fineness are required to build commitment
•  Trying to create a perfect tool that meets all needs

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Competition
•  Organizational priorities and programs
•  How do you balance competing revenue goals per
month, per year? (Events, public awareness)
•  Inter-departmental calendar and coordination
•  More integration organizationally?
•  Are you competing in the mail and online with
chapters?
•  Add that to your external competitors

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Bonus Tip
•  When working with chapters, consider forming an
advisory group (including nay-sayers) to help define
the new program. Giving stakeholders a sense of
ownership is key to getting the buy-in.

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ATTRIBUTION
IS HARD!!!!
WHAT IMPACT DO ONLINE
MARKETING ACTIONS HAVE ON
OFFLINE GIVING?
What role does
remarketing play in
conversions?
DOES
ACQUISITION
MAILDRIVE
GIVINGONLINE?
What is the donor LTV
based on origin channel?
How many of CPC donors
are newly acquired versus
renewed?

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Must Understand the Consumer Multi-
Device Buying Path, Too
Doesn’t
account for
Direct Mail,
print, phone,
other

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Omni-Channel Measurement Is the
Biggest Challenge
To identify the optimal marketing mix and investment, you have to know how the
aggregate effect of the channels, NOT just measure each individually.

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How Is A Channel Assisting Other?
Source: Google

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Google Analtyics Channel
Groupings

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Campaign Goals & Measurement
•  Identify, set up
and tag your data
sources and paths
to conversion–
‣  Goals, attribution,
assisted conversions
by source, event
tagging, etc.

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Universal Analytics
(new upgrade from
GA) allows you to
see cross-device
behavior and
combo of devices
per transaction
and revenue

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Evaluating Multi-Channel Investment
Source: Google

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Google (UA) Attribution Model

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Changes Your View
Source: Eric Tsai

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Back to Data Integration
•  Acquisition match back
•  CRM match back
•  How to identify new donors, monthly
upgrades, value of view throughs
•  Channel interaction and investment

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Connecting Offline & Online Audiences
•  Special Olympics EOY Facebook Custom Audience Test
•  Facebook CRM ads targeting direct mail donors, lapsed donors and non-
donors during EOY matching gift campaign
•  Test Group A featured donors who received a Matching Gift direct mail
package AND were served Facebook ads
•  Test Group B included lapsed donors and non-donors who received a non-
Matching Gift direct mail piece AND were served Facebook ads
•  Match rate from Facebook was 50%
•  DM lapsed and non-donors who saw FB ads (test) and who did not see
ads (control)

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Facebook EOY CRM Retargeting
•  Facebook CRM ads targeting direct mail donors,
lapsed donors and non-donors
•  Test Group A featured donors who received a
Matching Gift direct mail package AND were served
Facebook ads
•  Test Group B included lapsed donors and non-donors
who received a non-Matching Gift direct mail piece
AND were served Facebook ads
•  2 Control groups (donor and non) who did not see
Facebook ads

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Facebook EOY CRM Retargeting
•  For donors, FB ads generated 153% ROI with
online gifts, plus small avg gift increase in mail
•  For non-donors, FB ads lifted avg gift in mail by
nearly 20% and generated 21% more revenue
than DM group who did not see ads. for every $1
spent online, we raised $8.50 in the mail.
•  Match rate from Facebook was 50%

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ADA Integrated Email & DM
Direct Mail
Donors Pre-
Email
Direct Mail
Donors Post-Email

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ADA Matching Gift Campaign
•  2-email series to 20,000 direct mail donors – two
segments
•  4-email series to house file and DM donors got
emails #2-4 (suppressed from email #1)
•  Pre- and post-emails integrated with direct mail
campaign (DM included GA tagged vanity url for
online donations)
‣  Pre-email sent March 5
‣  Direct mail in home March 8-15
‣  Post email sent March 19

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A $20K Surprising Result!
•  Small return via email and 5% lift in DM giving
•  BUT $20,105 attributable revenue came in via the
vanity URL donation form
•  DM donors who received emails were 3x more likely to
give online and give a gift 32% higher than those who
didn’t receive emails
•  Many first-time online gifts from this group

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Email was a huge influencer
0

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3

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5

6

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8

9

10

11

12

13

14

15

16

3/8/2013
3/15/2013
3/22/2013
3/29/2013
4/5/2013
4/12/2013
4/20/2013
4/28/2013
5/6/2013
5/14/2013

Number
of
Dona7ons
via
Vanity
URL
by
Date

3/15/2013

Direct
Mail

in
home

date

(mailed

3/2/2013)

3/19/2013

Post
Direct

Mail
Email

4/17/2013

Email
#2

Deploys

5/1/2013

Email
#3

Deploys

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Thank you!
Questions?
Olga Woltman, owoltman@specialolympics.org
Liz Murphy, liz@redenginedgital.com
Don’t forget to visit the
Solutions Showcase!
Many of the ideas discussed today are on
display at the
Solutions Showcase!
#Bridge14

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