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100 pages tagged with Donor experience:
- Friends of the Earth: Looking after supporters when the media storm hit When a media storm hit the sector and put fundraising under the microscope, Friends of the Earth acted quickly to get in touch with their donors. They gave them the opportunity to comment both frankly and freely on how the organisation was communicating with them. But what did their supporters have to say?
- A tale of two donors – or the ENORMOUS difference in value between ‘what’ and ‘why’ Charlotte and Emily are almost identical donors with very different donation histories.
- Audubon Society of Rhode Island: special recognition of long-time donors The Audubon Society of Rhode Island’s superb care for their donors and courage in their approach have produced results that will be the envy of charitable organisations everywhere.
- CDE project 1 section 1: rethink language to reflect, respect and engage with the views and feelings of supporters So often people in business inadvertently use language inappropriately, whether as insider speak, jargon, acronyms or just with insufficient thought, consideration or respect. This project will share good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience.
- CDE project 1 section 10: appendices Three appendices to flesh out CDE Project 1: the use and misuse of language
- CDE project 1 section 2: talk less about the charity and more about the cause, the work, the beneficiaries and the supporters Named, and ideally pictured, people who are most directly involved in delivering solutions to beneficiaries show the ‘human face’ of the work of the charity and provide readers with an identifiable connection.
- CDE project 1 section 3: communicate authentic content with honesty.
- CDE project 1 section 4: communicate values, and do it consistently. Part four of CDE's series on good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience
- CDE project 1 section 5: subvert expectations. Part five of CDE's series on good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience.
- CDE project 1 section 6: use inclusive, accessible language and avoid jargon. Part six of CDE's series on good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience.
- CDE project 1 section 7: invite feedback and turn it into dialogue. Part seven of CDE's series on good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience
- CDE project 1 section 8: make contact permissions options work for supporters. Part eight of CDE's series on good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience
- CDE project 1 section 9: test your communications to find out what works best for your charity and your supporters. Part nine of CDE's series on good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience
- CDE project 1 summary: the use and misuse of language This project will share good practices plus examples of common misuses to help fundraisers use language appropriately so they can swiftly yet significantly improve the donor experience.
- CDE project 10 appendix 1: case studies to showcase putting donors at the heart of legacy fundraising Four case studies are described here, each demonstrating strategy and behaviour in legacy inspiration that place the donor at the heart of its practices and activities.
- CDE project 10 appendix 1: Cystic Fibrosis Trust The Cystic Fibrosis Trust recognised that, as a charity in which the condition they were seeking to address was responsible for early death, the subject of legacies was a difficult one to introduce to their core audience and beyond – people with CF and their families and friends.
- CDE project 10 appendix 1: Remember a Charity This case study illustrates an insight-driven and donor-led campaign.
- CDE project 10 appendix 1: UNICEF UK UNICEF UK had reviewed its legacy strategy and concluded that it needed to engage a wider audience and to reach more people while simultaneously finding innovative ways to engage existing supporters.
- CDE project 10 appendix 1: WaterAid This case study was put forward for an Institute of Fundraising Legacy Award and highlights the combination of strategy, marketing and culture to promote legacies in a more donor-friendly way.
- CDE project 10 section 1: an overview of and background to legacy fundraising To leave a legacy is a natural human desire. Since the beginning of history, human beings have striven to pass on something of ourselves to future generations.
- CDE project 10 section 2: legacy fundraising today and the opportunity before us In the past 15 to 20 years, legacy fundraising has embraced new forms of reach and engagement. The rise of digital platforms and other media have increased and developed engagement.
- CDE project 10 section 3: putting the donor-led experience at the heart of legacy fundraising growth What do donors need and want in order to make the giving of a gift in their wills meaningful, normal, joyful, easy and rewarding?
- CDE project 10 section 4 part 1: the approach used in this report and the basis for these conclusions To draw together some inputs, ideas and contributions that shaped some of the conclusions and recommendations in this paper, we have organised the collection of insights around four areas.
- CDE project 10 section 4 part 2: the experiences and needs of donors and their families At the heart of the challenge of providing the best experience are the primary wishes of the donors and their families.
- CDE project 10 section 4 part 3: how the donor might behave and how can we use insight to improve experience Much has been written about the power of emotion and at the heart of thinking about how these can be used in legacy fundraising, the following are links to four resources pertaining to the art and science of emotion.
- CDE project 10 section 4 part 4: the organisation’s culture, capacity and experience Creating a positive experience for legacy donors or for those enquiring about becoming such donors requires a much wider contribution and understanding from the organisation.
- CDE project 10 section 5: the legacy marketing, fundraising and influence method and experience The majority of legacy gifts are made without revealing intent in life. We have indicated reasons that this focus may actually drive engagement away rather than encourage openness.
- CDE project 10 section 6: the probate and legacy administrative experience and approach The donor experience is complex, and there are a variety of experiences that donors may with a charity during their journey.
- CDE project 10 summary: legacies This project will look at the strengths and weaknesses of the current model of legacy fundraising and identify how we make sure that people feel encouraged to include charities in wills.
- CDE project 11 summary: communication with individual donors Project 11 is made up of six different sub projects investigating how the donor experience can be enhanced via different channels commonly used in communicating with individual donors.
- CDE project 11a summary: mass media Mass market media does not lend itself to a one size fits all best practice guide. The brand position, budget, fundraising product and area of work will greatly determine the approach you take.
- CDE project 11a: appendix 1 and appendix 2 Appendix 1: research sources and appendix 2: methodology
- CDE project 11a: putting the principles and actions into practise Before considering the guidance on what we need to be doing to improve the experience for our donors, we should take some time to consider some of the key issues facing the sector.
- CDE project 11a: steps four and five Step four: planning the donor journey. Step five: imagery, emotion and language
- CDE project 11a: the six steps - step three: materials and media A key part of any mass market and above the line fundraising is the creative, or visual presentation of both the problem and solution. While there is not a one size fits all approach, there are some key considerations that should be considered in signing off a creative approach.
- CDE project 11a: the six steps - steps one and two Step one: insight Step two: proposition, products and promise
- CDE project 11b summary: direct mail How can we plan better as a sector to avoid individuals being inundated with our communications and ensure that that our messages get the attention they deserve rather than all being lost in such a crowded space?
- CDE project 11b: appendix 1 Additional income plus cost savings from a digital print strategy - a direct mail case study from World Vision.
- CDE project 11b: part one - direct mail that works Introduction and some basics.
- CDE project 11b: part two - output from the direct mail workshop and recommendations to improve the donor experience Examples of direct mail and recommendations to improve the donor experience. Recommendation one.
- CDE project 11b: recommendation 6 - thank properly and great customer service Thank personally and quickly. As project 6 on emotion recommends, fundraiser’s should aspire to be ‘famous for frequent, fast, fabulous feedback’.
- CDE project 11b: recommendations to improve the donor experience - four and five Recommendation 4: Be smart with data Recommendation 5: Have a great offer and compelling reason to give
- CDE project 11b: recommendations to improve the donor experience - two and three Recommendation 2: Think about how donors FEEL. Recommendation 3: Be an ambassador, as well as a fundraiser
- CDE project 11b: the three key and separate steps to crafting a great DM appeal Step 1: the proposition. Step 2: the concept. Step 3: the do’s and don’ts of direct mail appeal writing and design.
- CDE project 11e summary: telephone The telephone is a powerful and engaging channel of communication to reach donors and supporters when it is used within a multi-channel communication strategy.
- CDE project 11e telephone: case study - Erskine Stewart’s Melville Schools, Edinburgh The problem we wanted to solve, an the idea we wanted to test.
- CDE project 11e telephone: case study - The Bible Society The Bible Society calling philosophy and what we have learnt over the last five years.
- CDE project 11e telephone: conclusion and about the authors The telephone, or voice to voice communication in general, should be one of the most effective engagement channels available to charities.
- CDE project 11e telephone: how we arrived at these summary principles – our approach We took a two-pronged approach to reaching these summary principles.
- CDE project 11e telephone: key findings We would like to highlight what we believe to be 6 key findings around charities’ use of the telephone in delivering a high-quality donor experience.
- CDE project 11f face to face: appendices 1 and 2 - case studies and sources Case studies and sources.
- CDE project 11f face to face: appendix 3 - methodology My approach to pulling this paper together was to firstly reach in to the depths of my own experiences over the past 16 years.
- CDE project 11f face to face: putting the principles and actions into practice Welcoming the supporter and further communication.Upholding Good Practices
- CDE project 11f face to face: section 1 - why the ‘golden goose of fundraising’, F2F, is in such trouble now The approach.
- CDE project 11f face to face: section 2 - agreeing the principles of your relationship How to implementing a practical strategic process successfully.
- CDE project 11f face to face: section 3 - The Door Fundraising Rulebook Rules and principles.
- CDE project 11f face to face: section 4 - recruitment and training Recruitment of your fundraisers and/ or your external specialist agency.
- CDE project 11f face to face: section 5 - ongoing development By investing more in staff over their initial induction period, you can keep more staff, and retain more of the supporters that they go on to recruit.
- CDE project 11f face to face: section 7 - location and integration Over the last 5 years, face to face fundraising has been moving to private sites. The danger here is that the annoyance of face to face is just moving location.
- CDE project 11f face to face: section 8 - public relations Celebrating face to face publicly and changing the perception of what a face to face fundraiser is should be looked at in earnest. Some members of the public simply find it an annoying interruption in their day-to-day lives.
- CDE project 11f: face to face The following paper looks at the way the experience for face to face fundraisers, both within agencies or in-house operations, has a direct impact on the way a supporter then experiences their journey with you as a charity.
- CDE project 13 section 1 summary: giving choices and managing preference This project will look at the systems that have been implemented, how they work and the results they’ve achieved, with the aim of defining an ideal approach that offers donors practical choices and real control over the shape of their relationship with individual causes.
- CDE project 13 section 2: the introduction Supporting a cause you care about can bring benefits and pleasures that can far exceed the satisfaction of a good buy. Done well, each donor should go on a journey: from reassurance, to trust, to growing value (for them and you) to loyalty.
- CDE project 13 section 3: the theory Action, conflict (problem) and resolution (solution). Three simple steps at the heart of how we communicate. And in fundraising terms, three steps which bring the donor and the charity together for mutual benefit.
- CDE project 13 section 4: commercial examples of managing preferences A series of examples of how to manage your donor's preferences.
- CDE project 13 section 5: what can charities teach us about managing preferences? A series of case studies to illustrate the points made in project 13.
- CDE project 13 section 6: bringing it all together Offering choices and managing preferences helps them to be relevant and interesting to their customers, building brand loyalty and customer value.
- CDE project 13 section 7: bibliography The full bibliography for all sources cited in project 13
- CDE project 14 appendix 4: insight profiling Insight Discovery is a model that measures behavioural preferences. It uses a system of four colours to describe different styles of behaviour.
- CDE project 14 section 1: our approach and putting the principles and actions into practice The following are examples of some of our recommendations and observations in action from the people we met, current contacts and clients, and what we have seen across the sector.
- CDE project 14 summary: getting the right people as fundraisers This project will consider the attributes that donors expect to see in the fundraisers they deal with and how recruiting specifically with those attributes in mind will significantly improve the donor experience.
- CDE project 14: appendix 1 Here is the full lists of attributes of a donor-focused fundraiser drawn from the surveys and focus groups we conducted.
- CDE project 14: appendix 2 and 3 Examples of donor-centred behaviour in fundraisers as described to us by those we interviewed.
- CDE project 16 section 2: case examples, tips and links This section provides top tips from fundraisers, some case examples, links to helpful blogs and other useful sources of information that help to illustrate each of the actions recommended in the summary.
- CDE project 16 section 3: appendix This appendix concludes CDE project 16: creating a distinctive service culture by outlining a standard for excellent supporter service.
- CDE project 16 summary: creating a distinctive service culture This project will define the components of optimum levels and standards of donor service to ensure consistent quality experiences with the aim of defining a distinctive service standard to which all charities can aspire.
- CDE project 17 section 1: the approach In this project we were seeking to answer the question: ‘What kind of leadership have you found increases the chances that a charity will operate in a donor-centred way?’
- CDE project 17 section 2.1: introduction ‘It’s about giving and engaging people, it’s this lovely virtuous cycle where you get to give money, and you get to do something yourself that actually makes a difference.’
- CDE project 17 section 2.2: ‘Define and champion’ and ‘Help people see’ ‘You need to develop that sense of shared consciousness…so we all know what the picture is, what we’re striving collectively to do and we’ve got permission to get on and do it.’
- CDE project 17 section 2.3: your organisation’s purpose Focus attention on why changing the way you work with supporters is something you must do, not just something you should do.
- CDE project 17 section 2.4: your definition of success Define and reinforce what success looks like in terms of your supporter’s experience.
- CDE project 17 section 2.5: relentlessly reinforce the vision and make it visible Richard Spencer explained that one way he helped put the point of view of the supporter at the forefront of people’s minds was by circulating a weekly results update.
- CDE project 17 section 3.1: people build great relationships 'Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.'
- CDE project 17 section 3.2: inside-out leadership It is not about changing others – it is about changing yourself first.
- CDE project 17 section 3.3: trust - risk - people Richard Turner said that one of the most powerful shifts he has ever made as a leader was deciding to spend time every week with the people he manages.
- CDE project 17 section 4.1: culture - create an adaptable, empowered environment A major turning point for Solar Aid came when their leaders decided to focus their efforts on solving one challenge in particular: the fact that the most common source of light in the evening for many people was the kerosene lamp.
- CDE project 17 section 4.2: the game is different now The challenge is that the world in the 21st century is fundamentally different to the 20th century. Changes in technology have had a huge impact on the environment in which charities now operate.
- CDE project 17 section 4.3: we now need a different kind of leadership Develop a shared consciousness. Model it. Be consistent.
- CDE project 17 section 4.4: devolve responsibility - growth mind-set Empower everyone to think for themselves and take action.
- CDE project 17 section 4.5: culture Ideas and activities that will help you create an adaptable, empowered environment
- CDE project 17 section 5: conclusion If our charities are to respond and help supporters solve the problems they care about, leaders need to deliberately cultivate an environment that is adaptable, informed and empowered.
- CDE project 17 summary: leadership Building on previous learning this project will define what makes great fundraising leaders and what leadership they need from their senior management colleagues and their board if they are to deliver the competent, motivating leadership that will sustain and direct the new style of fundraising that is evolving in Britain.
- CDE project 18 appendix 1: sources Sources that informed and influenced this project.
- CDE project 18 appendix 2: Sticky Marketing & Digital Selling In November 2016, Rory White, founder of Flow Caritas, hosted an event with Grant Leboff, author of ‘Sticky Marketing’ and ‘Digital Selling’. A group of Directors of Fundraising were invited to hear his views on marketing, and how it applies to fundraising. Here is an edited transcript of his key address to the group, reproduced with permission from Grant and Rory.
- CDE project 18 section 2: the approach to compiling case examples Content outline.
- CDE project 18 section 3: action 1 - understand the paradigm shift Putting the principles & actions into practice.
- CDE project 18 section 3.1: action 2 - adopt the right mindset Adopting the right mindset is probably the most important action of all. It is what you need in place at the outset and it influences the actions that follow. In time, it will be part of the overall culture within the organisation.
- CDE project 18 section 3.2: action 3 - ask the question ‘WHY do we exist?’ ‘With consistency people will see and hear without a shadow of a doubt what you believe.’ Simon Sinek
- CDE project 18 section 3.3: action 4 - tell your mission story All fundraisers are aware they need to tell stories well so they can convey quickly in a way that engages people. Now it is even more important to spend time to understand how to tell powerful stories
- CDE project 18 section 3.4: action 5 - get your supporters to share your story for you ‘Your best marketers and your best fundraisers today are not you. Your best marketers and fundraisers are the people - the ecosystem - you create around - the audience you build’ Grant Leboff.
