what you think vs. what you know: developing real strategies to drive event fundraising performance...

What You Think vs. What You Know: Developing Real Strategies to Drive Fundraising Performance

12 June 2012

My Charity Connects

Kari Bodell Director, Business Development Event 360, Chicago, Illinois

What you “think” or “feel”

• gut instinct

• experience

• lore

• conventional wisdom

• what your predecessor or committee member told you

What you “know”

• data analysis

• measurable trends

• proven facts

Exercise

Make two short lists 1. What you buy at a typical visit to the supermarket

2. What you do in the first hour of a typical day at work, in five minute increments

9 years

2 offices

130 team members

30 states

130 events

2800 sites

8,000 miles of route

500,000 participants

over $700,000,000 fundraised for nonprofit groups

We help organizations use experiences to change the world

immersive experiences . event fundraising peer-to-peer engagement . social impact

Event Fundraising

Experiences matter

A development

function

A real discipline

A means to an end

Mission

Revenue

Gifts

Donors

Participants

Event first “ask”

second “ask”

A means to an end

two asks

Mission

Revenue

Gifts

Donors

Participants

Event

two groups to cultivate!

A means to an end

The event fundraising equation

Participants Fundraising Sponsorship x ( ) +

= Net Revenue

Expenses -

more people come back

more new people come

The event fundraising equation

Participants Fundraising Sponsorship x ( ) +

= Net Revenue

Expenses -

more participants ask more donors donors give

larger gifts

The event fundraising equation

Participants Fundraising Sponsorship x ( ) +

= Net Revenue

Expenses -

sponsors make larger donations

more sponsors sign on

The event fundraising equation

Participants Fundraising Sponsorship x ( ) +

= Net Revenue

Expenses -

we cut costs but sacrifice quality

we cut costs due to efficiencies

be mindful!

data: your best frenemy data: your best fren

“where should I start?”

what you “think” or “feel” versus what you “know”

worksheet

mean: average median: mid-point mode: appears most often

be mindful!

what you “think” or “feel” versus what you “know”

worksheet

• Was anyone surprised by how much you “thought” or “felt” compared to with how much you “knew”?

• Which question are you most looking forward to confirming or disproving what you “think” or “feel”?

• Can anyone share their experience confirming or disproving something they “thought” or “felt”?

• Once you get home: what is the greatest discrepancy between what you “think” or “feel” and what you “know”?

A few questions

so what?

first

shows us who we can impact

can we reach them?

can we communicate with them in a meaningful way?

have they shown us they are listening?

The Pareto Principle

roughly 80% of the effects come from 20% of the causes

Where you find it

• healthcare

• crime

• economics

• management

• software

• fundraising

Why shampoo costs $114 Shampoo $3.00

Diet Coke $1.59

Popcorn $1.00

Toaster $24.99

Plant, House $14.99

Stationary $11.99

Toiletries $2.49

Pillow $17.99

Lamp Shade $7.99

Cereal $3.99

Candy $2.99

Gum $1.79

Bread $3.00

Toiletries $3.49

Book $4.59

Snack $2.49

Markers $5.99

Total $114.36

Your cumulative spend

Cumulative revenue: walk series

Cumulative revenue: one walk in the series

second

tells us who is likely to take action

why are they participating?

have they raised their hand?

have they taken action in the past?

• I like to cycle.

Affinity to an activity

• I’m supporting my school / church / office team.

Affinity to a third party group

• I like to spend time with my friends.

Affinity to participants or individuals

• I believe that all kids deserve a great future.

Affinity to a cause

• I care about the Boys & Girls Clubs of Canada.

Affinity to an organization

third

helps determine focus

“there’s way too much going on”

“I’m being asked to do more with less”

“my team is totally maxed out”

“we need a plan”

Audience Tactic Timing and Frequency Message, Call to Action, Ask

Audience

• First time participants, who are connected to your cause

• Returning participants who have never fundraised

• Last year’s top 5%

• Last year’s team captains

• New team captains

• Anyone who raises more than $______

• Someone who sends a fundraising e-mail

Tactic

• E-mail

• Something in the mail

• A phone call

• A phone call from a VIP

• An invitation to an event

• An invitation to an exclusive experience

• An event day perk

• An incentive or prize

• Recognition or thanks

Timing and frequency

• Know your constituents

• Identify segments

• Know your organization’s larger communications schedule

• Strike a balance between consistent and overbearing

• Ramp up as the Event gets closer On E-Comm • Monitor performance • Tailor content • Run some tests • Use a control group!) • Use your subject and P.S.

lines wisely

Message, Call to Action, Ask

relevant

38

Exercise: Twitterize your passion

In 140 characters or less, share the reason you do this.

Know your story

Not “why you have a job” but “why you do this”

• Tell YOUR story. Not someone else’s

• Make your own ask. Not someone else’s

The ask: 4+1

1. The need you are trying to address

2. Why it is important

3. What you are doing about it

4. “Will you help by doing X?”

The plus one: Shut up.

A great ask is

• Tactical

• Practical

• Authentic

• A question

• Delivered

Exercise: make an ask

Craft an ask for one of the audiences you identified. Deliver it to the person next to you.

“we need a plan”

Fourth

Who is going to put the plan together?

do they have the right resources?

what support will they need from you?

who else needs to buy in?

Fifth

Who is going to execute the plan?

how will you help them stay focused?

how will you get dialed in?

how will you measure it?

Sixth

What (or who!) could derail the plan?

how can you mitigate that?

Exercise: your second list

Of the 60 minutes you listed, which 10 – 15 are most impactful to your mission? What are you doing during that time?

Focus on high-value activities

High Low

Meeting new people Sitting alone at your desk

Sharing your story (and asking others for theirs)

Sharing routine updates

One-on-one conversations Writing and reading emails

Reflection on what works Worry about what isn’t going right

Meetings where progress to written goals is discussed

Meetings where information is read

Describing your vision of a better future Long complaints about obstacles

Asking for support of that future Hoping support will come along

Time to recharge and learn new things Most perfectionism

Stop talking about the work.

Do the work.

Recommend Readings

Read This Before Our Next Meeting

• Al Pittampalli

Now, Discover Your Strengths

• Marcus Buckingham

Switch

• Chip and Dan Heath

Rework

• Jason Fried

Contact

Kari Bodell

kbodell@event360.com

event360.com/blog

@karibodell