International Strategy in Action
3. It commissioned fundraising market profiles of each of these eight markets. As well as a broad overview, the organisation looked to see whether the market would give to the cause, whether it could support the particular approach to fundraising (a particular strength in DRTV), how much direct competition was present and also whether the public would be likely to engage actively in building a movement.
From this, the organisation selected three markets with the best potential. This is a critical strategic point that the follow-the-leader approach ignores — a market that works well for your competitor could be disastrous for you. For example, another organisation might have a high-profile brand presence that you do not have; it might have expertise in a particular fundraising technique that the market demands that you do not have.
The fundraising launch point for each market was timed to coincide with the in-country movement-building reaching critical mass; in practice, this meant launching the three markets over a period of four years — and also staying fairly flexible with timing.
- Places:
- U.K.