what you think vs. what you know: developing real strategies to drive event fundraising performance...
Post on 20-Oct-2014
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DESCRIPTION
When you evaluate your fundraising efforts - you have two sets of data sources: what you think and what you know. What you think is often based on gut, proven experience or conventional wisdom about performance. What you know is based on data analysis, proven statistics or measurable trends. To drive real fundraising results, you need to validate what you think with what you know and then take action. In this interactive session, participants will do a self-assessment of their fundraising efforts and then learn real strategies to translate what they know into an action plan to increase fundraising. With a special emphasis on event fundraising, we will address change management, participant and donor relations, segmenting communications and using technology to maximize fundraising.Takeaways An understanding of how your data should inform and influence your fundraising strategies Strategies to take your analysis and turn it into a fundraising action plan How to effectively introduce the plan to your organization and engage them in the implementationTRANSCRIPT
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
• 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
