The NonProfit Times - January 15, 2008 - (Page 11)

FUNDRAISING CRM Owner Strategy Board Communications Public Relations Development Marketing Database Analytics Creative Services Chart B the hallway. Does this sound familiar? Unfortunately, this is bad business. It’s bad for the enterprise as a whole and for the separate business owner. While it might intuitively make sense for a “business owner” to keep their donor names and ideas under lock and key, so they belong just to them, every major test during this past decade demonstrates that sharing names and ideas across all businesses within your fundraising department actually increases overall value for every department within your organization. If you introduce a constituent to a new channel, for instance, adding direct mail donors to your telemarket- ing campaigns,then 1 + 1 will equal 3. It’s the same if you introduce your constituent to a new fundraising product stream within your organization, for instance, introducing e-givers to your special events. In fact, while there aren’t many hard and fast rules of fundraising, here’s one you can take to the bank for the next decade: the more your nonprofit does to expose your constituents to other engagement opportunities within your organization, the greater the likelihood that you will succeed. And those groups that don’t expose donors across the organization will be the biggest losers during the decade ahead. Given this, a Marketing Organizational Vision for fundraising organizations is shaped along these lines (See Chart B). CRM Owner: This is the ultimate owner, responsible for everything and anything that has to do with enhancing the organization’s relationship with the constituent. Key objectives: Integration and Synergy. As someone who oversees all businesses/channels, this person works with the business owners to map out an overall communication’s plan; set holistic measurement criteria; identify the optimum “value-maximization” strategy for each constituent; identify budgets, and investment allocations. Strategy Board: This consists of business owners as well as strategists whose role it is to support the CRM head in putting together an integrated marketing plan across all businesses, and setting and re-setting priorities. Business Owners: The typical business units will include: communications, public relations, development (includes online, offline, major gifts, planned giving, special events), marketing, database and analytics. Support Functions: These are responsible for providing support to all business owners, with an eye toward allocating personnel to their areas of specialty. It could include: creative services, production and fulfillment. The Bottom-Line: The key strategic objective from now on should be creating fully integrated programs which take a single view of the customer, and then align resources to increase constituent value across the entire enterprise. This represents a huge departure from how things are done in most places today,and it’s going to be a philosophy that separates the “haves” and the “have nots”in the years to come. NPT Tom Gaffny is senior vice president of Epsilon in Wakefield, Mass. His email is tomgaffny@epsilon.com JANUARY 15, 2008 THE NONPROFIT TIMES www.nptimes.com 11 http://www.runwalkride.com http://www.runwalkride.com http://www.boxwoodtech.com http://www.boxwoodtech.com http://www.nptimes.com

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The NonProfit Times - January 15, 2008 The World's Best Fundraisers On the Road Contents Lists: Election Cycles Donors: High Gift Versus Recent Gift Burnt Offerings: Thank You, Please Fundraising: One Big Family Travel Guide NPT Jobs Resource Directory

The NonProfit Times - January 15, 2008

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