The New Formula: R + M = IR2
The focus in this area is often eye-opening and can set the stage for organization executives to come together on a common agreement of making sure the brand story is the best it can be and driving great metrics — be they financial, volunteer-based, mission-based, etc.
• Integrated planning
Integration is one of the scariest words today. Why? Because some marketers relish in total autonomy, believe their marketing programs should be the primary program and they don't need to be viewed along the same lines of any other communication or program. To these people, integration can mean the loss of power. It can mean the inclusion of other opinions at the table, and it can mean making decisions based on what the constituents want rather than just what the financial reports show works. But while integration is primarily about how staff works together and makes decisions together, it is also about data and bringing all of the transactions together to drive the best marketing strategies. And of course, integration between constituent transactions and constituent attitudes data is critical. It's about creating a way of grouping your constituents that creates a common language (segmentation) across key departments. It's about making decisions across programs and channels relative to segmentation over and above every program's individual RFM approach. And it is about channels and messaging — how an organization is working together to make sure that brand story mentioned above is told the best way across the various channels. Organizations of all sizes can become integrated planners and marketers with the right road map, solid commitment from staff and executives, and the vision that it will make the organization better.
• Feedback and tracking
Last but not least, your organization needs to realize that understanding the attitudes of your constituents and, perhaps more importantly, how those attitudes affect behavior, giving and engagement is not a "project." Relationship marketing and fundraising is a way of doing business. It is a strategy that is focused on building and securing the strongest and longest-running relationships possible with your various constituent groups. It drives change within the organization — processes, strategies, messaging, channel usage and more. Therefore, it takes more than a financial report to measure the success of relationship marketing. Your organization needs to be in touch with your constituents to understand how they feel about your brand and whether the changes you make to drive greater commitment are working. In the commercial world, continuous feedback loops are talked about in the break rooms because they are simply a part of running the business. Nonprofits need to realize that every engagement with a constituent is an opportunity to listen to how he or she feels and get a report card on how things are going.
Vice President, Strategy & Development
Eleventy Marketing Group
Angie is ridiculously passionate about EVERYTHING she’s involved in — including the future and success of our nonprofit industry.
Angie is a senior exec with 25 years of experience in direct and relationship marketing. She is a C-suite consultant with experience over the years at both nonprofits and agencies. She currently leads strategy and development for marketing intelligence agency Eleventy Marketing Group. Previously she has worked at the innovative startup DonorVoice and as general manager of Merkle’s Nonprofit Group, as well as serving as that firm’s CRM officer charged with driving change within the industry. She also spent more 14 years leading the marketing, fundraising and CRM areas for two nationwide charities, The Arthritis Foundation and the American Cancer Society. Angie is a thought leader in the industry and is frequent speaker at events, and author of articles and whitepapers on the nonprofit industry. She also has received recognition for innovation and influence over the years.