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Special Report When anything is possible: exploring a new marketing model Vol. 27 | No. 9 | September 2014 EDITOR Amy Bostock - amy@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca DESIGN / PRODUCTION Jennifer O'Neill - jennifer@dmn.ca Advertising Sales Mark Henry - mark@dmn.ca Brent White - brent@dmn.ca
Targeting & Acquisition Direct mail is alive and well Perhaps working better for some than others
Purolator Logistics helps company cut distribution costs and boost sales
Fundraising supplement The power of ‘like’ How to use Facebook successfully for fundraising
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special Report
When anything is possible Exploring a new marketing model By Stephen Shaw
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y now most marketers have accepted the inevitability of radical change due to digital disruption – they are just unsure how to go about reinventing themselves. Last October Rogers experienced a massive power outage for several hours which left almost 10 million subscribers deprived of their voice and text services. A howl of protest rose up through social media as customers vented their frustration. But beyond the widespread anger, the outage also revealed just how dependent people have become on their devices. When mobile phone service is cut off, people feel stranded, even panicky. Today almost half of the online population is continuously connected, using multiple devices. They are immersed in their screens, spending more time staring at them than they do sleeping. Many are so hooked they sleep with their phones. The itch to stay connected makes them fidgety. Demanding. Expressive. Impulsive. Most of all, perpetually distracted, their attention flipping between screens, especially watching TV. They absorb information in short bursts. They insist on zero latency. And they don’t just live in the moment anymore – they live for the next moment. For that tingle of anticipation they get with every new message: Who could that be? Instantaneity is the new normal. And that has profound implications for the future of marketing. Creative destruction Consider the disruption going on in packaged goods marketing. The old marketing model was simple: generate consumer demand through mass media and push shoppers into stores where retailers would be obliged to stock their shelves with ❱ DMN.ca
their products. As retailers grew larger through consolidation, they began to squeeze manufacturer margins to compete on price. But the long shadow of Amazon now hangs over the entire retail business. The hegemony of CPG manufacturers and retailers is over. Today’s so-called “shopsumer” holds sway, using their tablet or smartphone to compare products and prices on the fly. And they have no qualms about “showrooming” if they think they can get a better deal somewhere else. “We’re going into a world of one-toone marketing”, declared the CMO of Frito Lay earlier this year. “These days of mass marketing are limited, and the days of just putting deals out there to get consumer attention are also nearing an end.” Brand loyalty is fast becoming a casualty of pervasive connectivity. Almost three quarters of Canadians reported that they had switched away from one or more of their “preferred” brands in the past year, according to a recent study. And today the endorsement of friends and family has far more influence on buying decisions than advertising.. In this age of price transparency and instant access to product reviews, marketers should stop deluding themselves by thinking their brands have a special place in the hearts of their customers. They need to start to see “consumers” as people instead of “targets”, messengers instead of message recipients. They particularly need to focus on what people really value: a more pleasing, rewarding and even joyful customer experience. And yet according to Forrester Research, just 3% of brands can claim to deliver an excellent experience. When asked to speculate about the near future in a recent global survey, most marketers seemed reconciled to the inevitability of radical change - even the desirability of it – citing, above all, the need to be more data-driven. But tellingly, just 14% admitted they knew how to reinvent themselves. The rest, presumably, are unsure what to do next.
The fact is, most marketers have an aversion to risk. Even the most recognized brands, like P&G and Coca Cola, stick by a timid investment formula: 70 per cent of marketing dollars are allocated to conventional tactics; 20% goes toward emerging channels; and just 10% is reserved for experimental initiatives. Bold ideas rarely make it off the drawing board due to lack of funding. The answer to digital disruption is not incrementalism – it is creative destruction: speeding the demise of the old model through innovation. To succeed in a world turned upside down, marketers must be braver about imagining the possibilities, in an age when anything is now possible. Signature experiences Some brands have moved in a bolder direction, inadvertently backing into a more contemporary formula for success. Take Chipotle, one of the best performing fast-food restaurants in the U.S.. It spends less on paid media advertising in one year than MacDonalds spends in two days. For the most part Chipotle relies on word of mouth, having earned a reputation as a healthier fast food choice. In 2011 it posted a video called “Back to the Start” on YouTube which became a viral sensation, using animation to tell the story of a pig farmer who awakens to the need for more sustainable farming practices. That year, samestore sales jumped 11%, in part due to the growing reputation of the brand for always “trying to do the right thing”, as the CMO explained. Other pioneering brands: Red Bull with its extensive owned media
coverage of extreme sports – Nike’s training advice, tracking tools and fitness events which give practical support to the everyday athlete while encouraging social sharing - and Whole Foods’ rich array of lifestylerelated content distributed across their digital properties. Closer to home: the once-staid Canadian Tire is experimenting with novel merchandising ideas, such as buying a house just to showcase how its products can be used for everyday renovation, a story it chronicles through seasonally-relevant online videos posted to a purpose-built content hub called “House of Innovation”. To spotlight the ongoing work, the merchandiser is referencing the “pop-up” site in its widely circulated weekly flyer and its social media postings. When the renovation is done, the proceeds from the sale of the house will go to charity. What these examples show is that brands can be more audacious, creating “social equity” through their actions and deeds. People are drawn to brands which are unequivocal in their principles, or active supporters of their passions and interests, or strongly affiliated with their lifestyle choices, or visible contributors to their communities. Instead of transactional loyalty, social brands have won a large following of devout believers, eager to stay in touch, because they have earned a spot in their lives. September 2014
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special Report The new marketing model is rooted in a declaration of purpose: what the brand stands for; how it helps people; how it makes a difference. More than a tagline, it is a social contract. To inspire people, a brand must be seen as a force for positive change, dedicated to a higher order goal that everyone, especially employees, can rally around. The purpose statement sets the tone for meaningful conversation – gives people a reason to engage. The job of marketing is no longer to amplify the “brand voice” through the echo chamber of advertising; it is to create signature experiences that people are willing to voluntarily share without being cajoled. More than any other factor, personal experience is what shapes brand perception. The brand identity ultimately becomes indistinguishable from the collective impression of those experiences over time. That is what builds belief in the brand. And that is what eventually leads to implicit trust - the only marketing measure that truly matters. A new operating model Value creation is certainly at the heart of the new marketing model. The goal is to expand the role of the product or service in the life of a customer by augmenting it in some way: a mobile application, a learning portal, an educational game, a content hub, a filtering agent, a location-aware utility, a recommendation tool - just about anything is possible. Interactive web applications can be easily designed to work across any device, taking into account the situational context, user goals and past behaviour. Marketers just need to ask themselves: “What more can we offer that will be seen as adding tangible value?” Another dimension is the concept
of lifecycle management. Whereas marketers once felt their job ended at the cash register, they now recognize that brand loyalty is contingent on treating customers differently from first-time buyers. People crave recognition. They want to be given special attention as repeat customers. And they expect that the personal information they have given in the past, whether through a loyalty program or a web site registration, will be used to enhance the brand experience. The groundwork for a long-lasting relationship must be laid early in the path to purchase, when the biggest challenge is to give customers a reason to explore further. A brand can set the right tone for all interactions to follow by providing a sufficient “return on curiosity” - a satisfying payoff for their investment of time. Otherwise a brand remains at the mercy of the shopping intermediaries - review sites, social chatter, user forums, bloggers.. For 80% of shoppers, however, word of mouth is the most valued source of information. And that is where the third dimension of the model is crucial: optimizing the customer experience. Because a sour experience can (and often does) lead to online detractors. Fixing the customer pain points, particularly linked to moments of truth, when indelible impressions are formed, removes the grit that erodes loyalty. The trouble is that operational crevices tend to sabotage the design of cross-channel experiences. An executive edict is usually needed to fix the breakages, and that means marketing must actively champion the interests of the customer internally for the repair work to be authorized. Fuelling the conversation with customers throughout the lifecycle is original content, intended to inform,
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amuse, teach or provoke thought. That content can be served up on demand, within the cadence of an addressable program, triggered by an event, or published to a social site. For most marketers content creation is the most onerous challenge they face. Making the leap from integrated brand messaging, broadcast through paid media, to publishing high-quality, rich-media content on a regular schedule, ideally tailored to audience preferences and interests, can overwhelm internal resources and skillsets. It requires a triangulation of audience analysis, journalistic skills and social media smarts, plus the brand vision to inspire content worthy of conversation. Interconnected pathways This new model assumes that the legacy environment of media channels, traditionally managed in isolation by agency partners, will eventually shrink in reach and influence, replaced by interconnected digital pathways, each of which is simply a means for a customer to interact with a brand whenever they want, using whatever device is most convenient or suitable. The digital landscape will splinter even more than it has already, and that means marketers will need to shift their strategic focus from commercially transacting with customers to improving the “sharability value” of the brand experience. Of course, making the shift from the creation of “targeted campaigns” to the design of cross-channel interactive experiences demands the mental agility to formulate strategy in a three-dimensional space: taking into account the micro-audience being served, their content preferences, and their contextual needs – a brainteasing exercise for most marketers
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trained to view the world strictly in terms of market demographics. How marketing thinks, plans and organizes itself will need to be entirely revamped in the next few years. Sclerotic planning methods, which have pivoted around the “4 P’s” ever since the early 1960s, will give way to a more agile system which reflects the time-compressed demands of realtime marketing. The annual planning cycle, where advertising investments get made according to a media caste system, will be replaced by adaptive workflow methods, such as “scrums”, first pioneered by software developers. Instead of marketing, technology and operations working independently in siloes, throwing up artificial barriers to problem solving, functional boundaries will become more permeable, as analysts, brand managers, content strategists, interaction planners, community builders and experience designers come together in multi-disciplinary collaboration groups (known popularly as “two pizza” teams). This will lead to more spontaneous innovation which thrives at the intersection of creativity, service design and software technology. Far-fetched? Not when you consider that the online population has already raced far ahead of marketers as a result of their infatuation with mobile technology. Their expectations and buying behavior have dramatically changed. Just following best practices is no longer enough: to adapt marketers have to take a gamble on “next practices”, or risk falling fatally behind. Stephen Shaw is the Chief Strategy Officer at Kenna which specializes in helping marketers form more meaningful connections with customers. He can be reached at sshaw@kenna.ca
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Targeting & Acquisition
Direct mail is alive and well Perhaps working better for some than others By Dave Ward
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irect mail is not dead, the tombstone has not been erected and the eulogy is far from being written. Yet, some people still shy away from using direct mail – perhaps because they’ve had a bad experience or they think it’s just too expensive when compared to email or other electronic media. But for many, direct mail remains a powerful marketing tool and, in reality, it’s only expensive when it doesn’t work. It all comes down to who you are talking to, what you are saying and how you are saying it. Today, direct mail takes on many forms. We often speak of highly targeted mailings that connect insightfully by varying the content and the offer to individual recipients. Used properly, this form of direct marketing creates seamless communication and can be very persuasive. On the other hand, we have more general mass market mailings. While we can still select our target audience with these types of campaigns, the offers are not as tailored. The question is, do these latter types of mailings still work and, if so, what are people doing to enjoy success? Yes, they do work, and there are a variety of things that you can do to increase your overall success. General mass mailings can consist of either addressed or unaddressed campaigns – or perhaps a combination of the two. In either case, you can select your target audience. With an addressed campaign, you can select the addresses you want to target, but what about an unaddressed campaign? Well, if you are mailing in Canada, you should check out Canada Post’s Precision Targeter. It’s a powerful tool that lets you specify the criteria for the target audience that you are trying to
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reach and really helps you to zone in when using Unaddressed Admail. Looking at some of the more generic Addressed Admail projects that we have managed, I note that a) they often do not have contact names and b) in some instances the contact data is very inconsistent, to the extent that additional personalization would require considerable technical work. Additionally, many of these are business to business (B2B) mailings, where the goal is to get a catalogue or price list into the hands of purchasing agents or decision makers within key organizations. Addresses might come from a purchased list, an in-house database, or a combination of the two, but the key is that the pieces are being mailed in volume. These mailings do not usually involve a lot of additional personalization, but experience shows that they do work.
With generic Addressed Admail, it also makes a difference if you’re mailing to an existing customer or a prospect. If you already have a business relationship, the reaction might be “Oh, XYZ Corp’s new catalogue.” However, if the recipient doesn’t know your organization, the reaction is more likely to be, “What’s this?” In this case, there is a very short window during which the recipient will decide if they want to keep or discard the piece. It’s up to your content and your creative to catch their interest. Of course, you could also include a note for prospective new customers, featuring an introductory offer that shows through the poly wrapper. I will admit that it would then be somewhat more than generic, but we’re also looking at ways to improve results. If you send exactly the same piece as Addressed Admail and Unaddressed Admail, you should expect better
result with the addressed pieces. That is not to say that Unaddressed Admail does not work – it does! Unaddressed Admail just competes at a somewhat different level, and you have to do what you can to stand out from the clutter, be noticed and generate a response. To illustrate the effectiveness of Unaddressed Admail, I would like to look at a multi-stage campaign that we fulfilled a few years ago for Noble Insurance. This campaign was initiated by the agency Bev Rock Media Buyer and focused on two key elements: ❯❯ getting noticed ❯❯ repetition To catch people’s attention the campaign featured die cuts of both a house and a vintage car. As the campaign was run at different times of the year, the house was shown in different seasons, as per the pictures, below.
Noble Insurance summer campaign. September 2014
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Targeting & Acquisition
7. Like all other forms of marketing, direct marketing requires repetition. When someone says “I tried direct mail once and it didn’t work”, the source of that failure is evident in their own words. If we look at the Noble Insurance campaign, we can see that repetition was an important ingredient in their overall success.
Noble Insurance winter campaign.
Repetition is an important element in any form of marketing, and each phase of this campaign had three drops at one month intervals. This was repeated in both the spring and the fall, as shown below. It’s also interesting to note that the client increased the volumes as the campaign gained traction and began engaging consumers. ❯❯ January 2010 – 2,500 (pilot project) ❯❯ February 2010 – 15,500 ❯❯ Fall 2010 – 23,500 ❯❯ Spring 2011 – 29,000 ❯❯ Fall 2011 – 29,000 ❯❯ Spring 2012 – 30,000 Of course, there have been many other successful unaddressed campaigns, but the Noble Insurance campaign is certainly one of the more memorable ones that we have worked on. It’s really difficult to quantify and effectively speak to all of the various elements that make direct mail effective in one short article. Nonetheless, let me share eight key points.
1. Identifying your target market is one of the most important components of your overall plan – even with a mass mailing. Looking at your current customers is always a good place to start. Once you have established your criteria, you can then look at putting together a list for an addressed campaign, or using Canada Post’s Precision Targeter if you are conducting an unaddressed campaign. 2. Document the purpose and how you plan to measure results; otherwise, you won’t know if you’ve been successful. Remember too, that results can be measured over the longer term, especially where the campaign might result in ongoing monthly revenues. 3. How will you attract attention? It could be a die cut, something with strong physical presence or some other design that “pops”. In the case of Noble Insurance, they owned their own shape and the die cut house became recognized in the targeted communities.
4. Once you have attention, how can you keep it? Focusing on how prospective customers will benefit from your products or services will give people reasons to buy from you. Spending too much time talking about features doesn’t tell the whole story. 5. You will also need a call to action to motivate people to contact you. Even if they have an interest in your offering and can already see the benefits, they may not act right away. A call to action (e.g. limited time offer, first 50 customers get a free gift, 15% discount until September 1 etc.) can motivate people to purchase sooner rather than later. 6. Your timing is also important, especially for seasonal businesses. For example, it probably would not make sense for a tax preparation firm to advertise their services one week after the tax filing deadline. You will know your own products and services best and can judge your timing accordingly.
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8. Lastly, for B2B mailings, if you are using Unaddressed Admail or you do not have contact names for an Addressed Admail mailing, ensure that you direct the piece to a particular department or position (e.g. Attention: Marketing Manager). When an unaddressed piece (or an addressed piece without a contact name) arrives in the mailroom or at a receptionist’s desk without some indication of where it should be directed, it will likely end up in File 13 (i.e. the waste basket or recycle bin). Typically those that are successful with direct mail are masters at fishing in the right waters at the right time with the right bait. Further, if you are looking for immediate action, you must get attention, sell on your benefits, create desire and have a compelling offer. As I mentioned at the outset, direct mail is far from dead, and many people use it on an ongoing basis. If your direct marketing results have not lived up to expectations, you might consider some of the points outlined above. Hoping this helps! Dave Ward is President of Highland Marketing in Fergus ON and is a strong proponent of multi-channel direct marketing and campaigns that are tastefully different, stand out and get noticed.
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Cover Story
The new face of NAMMU When Canada Post announced its Five Point Plan earlier this year, both the crown corporation and Canadian mailers found themselves facing a number of new challenges, highlighting the importance of an industry association that spoke for the industry By Amy Bostock
T
Gary Tannyan
he National Association of Major Mail Users (NAMMU) has long been the voice of the Canadian mailing industry and has represented the business interests of end users and the supplier infrastructure from concept to execution since 1983. NAMMU’s mission, in partnership with Canada Post, has always been to provide quality strategic and operational consultation and input from the industry that ensures an innovative, efficient, affordable and sustainable postal system for all Canadians. The association is also the mailing industry’s leading advocate on legislative and operational matters pertaining to postal issues and provides a strong voice for the nation’s mailers. Earlier this year, Patrick Bartlett took the reins of the mailing industry watchdog. A 25 year veteran of the postal mailing parcel industry, Bartlett began with Canpar Parcel Delivery (now Canpar Courier) as the vice president of marketing and sales. In the mid-90s he joined Canada Post where he ran the parcel business, headed up the international business and also ran a new division
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Cover Story
called Borderfree. “I was the co-lead when we set-up the direct marketing line of business,” he says. “My last position before I left was heading up the Partner Program and I did a lot of work with NAMMU at that particular point in time.” Since leaving Canada Post, Bartlett has been doing a lot of independent consulting in the postal industry around the world, including with the United States Postal Service. “I’ve had a lot of background, both in Canada and North America-wide in the postal space so when the opportunity came up to come work with NAMMU; I saw it as a really interesting role. NAMMU has got a lot of important things that it needs to do. It was an interesting time as well because it was just after Canada Post announced its Five-Point Plan so you knew there were going to be a lot of challenges to be dealt with.” According to Bartlett, most of the big issues had been dealt with when he joined the NAMMU team but still it highlighted to him the importance of an industry association that spoke for the industry and ensured that Canada Post and government heard both sides of the story. “I know in my time with Canada Post we always looked at initiatives, what we should do, how we should approach things and so forth. But most of us had come from private enterprise into Canada Post and we looked at things as a private enterprise would, which has great value except that Canada Post has a monopoly. It has responsibility to service Canadians and to service Canadian businesses. It’s an infrastructure and it needs to ensure that it remains affordable and accessible. So the role of NAMMU is to make sure that voice is heard, and that it’s not only the economic voice.” Challenge #1 - price increases While Canada Post understood that price increases were going to affect mail and affect mailers, Bartlett says that the number crunching showed that this was what was best for Canada Post’s bottom line. “But we have to remind Canada Post and the government that this is about more than Canada Post. This is not about them being economically viable. This is about providing an
September 2014
infrastructure service to Canadian business. USPS went through a similar thing. When the financial crisis hit in ’08, the banks stopped mailing so USPS came forward with an exigent rate case, an extraordinary rate case, to say give us a one-time bump to help us make up. Of course, they don’t have the same sort of freedoms that Canada Post does. There are much stronger checks and balances in place. In any kind of rate case, there is a legal process where people get their fair say, get their day in court if you will, to be able to present their arguments. They went through that, and the United States Postal Service had much larger profitability issues than Canada Post did. They presented their issues and presented their problems, but ultimately it was turned down and was never allowed to go forward. We didn’t have those checks and balances here and so the industry has to play that role. If it doesn’t, and if it doesn’t make government pay attention,
historically has. “I think one of the issues that mailers have is that many of the ad agencies and many of the direct marketing companies don’t look at mail as being as sexy as doing things digitally.” In fact, Bartlett feels that some of the people in the agencies have actually lost the skill sets needed to be able to run an effective direct marketing mailing campaign. “I really believe what needs to happen for the industry and for mailers is a bit of a re-education. There needs to be an understanding of how mail works, what can be done to make offers interesting, to make envelopes interesting, to graphically appeal. There’s still nothing like a piece of mail. It’s not intrusive. It’s something that somebody can look at in their own leisure time. What’s amazing about it is it still gets opened, still gets read and gets acted on.”
right in the middle of something. It arrives when it arrives on their time; whereas, with mail, again there’s that mail moment that Canada Post likes to talk about, and there are people who have processes. They’re very effective at sorting through their mail and looking at those things that are relevant.” Most people, he says, go to their community mailboxes once a week and then sort - here are the things I need to look at and act upon, here are the things I’ll look at later and here are the things I don’t need right now. “I do it as well. It’s a very simple and very manageable process.” NAMMU’s answer to these challenges Going forward, Bartlett emphasizes that NAMMU’s role will continue to be to ensure that Canada Post acts responsibly and in a way that’s in the best interests of the overall mailing community.
So the role of NAMMU is to make sure that voice is heard, and that it’s not only the economic voice.” Canada Post is going to behave like any corporation who can increase prices and has no competition. I understand they have a commercial mandate but Canada Post can’t act solely as a private corporation.” Challenge #2 – The rise of digital “If we look at direct mail, I think one of the issues is that mail (hard copy mail) is out of fashion a little bit. People made a switch to digital, and they thought okay, we’re just going to go with the digital with Facebook ads, and we’re going to drive Facebook clients. Those are all important marketing schemes and marketing objectives, but unfortunately, what mailers are starting to learn now is they went too far.” These initiatives in the digital space, says Bartlett, didn’t give the same measurable responses, that mail
CASL and the return of mail Canada’s new anti-spam regulations, some of the strictest in the world, are making many companies take a hard look at how they communicate with their customers. “I certainly think CASL is going to cause people to look at mail again,” says Bartlett. “Again, what CASL really illustrates is the non-intrusive nature of mail. Mail has had well-established privacy policies so people are very conditioned and used to it. They’re very happy to get solicitations from people they know and solicitations that are relevant. So with CASL, and the severity of the penalties, taking your chances with email campaigns is pretty risky.” Also, he says, digital can be very intrusive and there are a lot of issues with it relative to people’s privacy. “It comes in and it interrupts you
“Having said that, I think in my conversations with Canada Post, they will tell you they’re very glad that they’re through this ‘period of readjustment’ as they like to call it. They’ve got a lot of challenges ahead with community mailboxes and so forth, but they’re very interested in how to promote and innovate around mail. I think one of the key things, as an association with our membership, that we will do is to partner with Canada Post much more effectively and look at how we can also innovate around the mail. “Canada Post will claim that we have a brand new automated infrastructure so we need to figure out how the mailing community can make better use of that. I’m looking forward to bringing the Canada Post engineers and knowledge folks from there together with the entrepreneurship
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Cover Story
of the mailing community on how to combine those things to more effectively use the mail.” Whether it’s mail prep, how you apply a direct marketing program, or whatever it might be ways to make mail a little bit sexy again, Bartlett feels that this partnership with Canada Post is one of the most critical mandates that NAMMU has. Bartlett also feels that the industry has to look at other applications of mail, like newsletters and surveys, and determine which ones are still viable. “What are those applications that we could re-embrace to say, if we treated this a little bit differently in another class of mail, would this then be a better communication vehicle for mailers to communicate with their customers or with their stakeholders, whoever it is that they need to communicate with? I see some opportunities there to work closely with Canada Post on those kinds of things. I feel there are lots of good partnership opportunities with them and I’d like to be able to take that kind of approach.”
We’re all in this together so we have to look at how we might work more effectively together to represent a consistent voice and a bigger presence with government.” At the same time, he says, NAMMU needs to build their capability to represent the interests of the industry with government. “I think part of what we need to do is look at how to increase the engagement of our members to get more people at the table, whether it’s discussions with Canada Post or discussions with government, and ensure that we represent them in the appropriate way. Also, that we build more meaningful relationships with government. There are lots of associations today who have a lot of the same interests that we do. We’re all in this together so we have to look at how we might work more effectively together to represent a consistent voice and a bigger presence with government.”
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Canada Post’s growth plan - how the industry can help them be more effective Canada Post has put a lot of effort into growing its parcel business by focusing on e-commerce. “They’re doing wonderful work in that area, there’s no doubt about it. They are the major player in the marketplace. They’ve continued to develop their product line to make it more effective, all the things that one should do. It’s not going to be easy for them, but there is a lot going on there. Part of what it needs to do in its efforts with the industry is to help these new developing ecommerce companies who tend to think solely digitally. They tend to think of email campaigns, Facebook and Google searches, but it needs to introduce to them the value of mail. It also needs to think about some of the assets that Canada Post has and how to use them very carefully because it has a lot of insight in terms of what Canadians like. They’re delivering 170 million packages to Canadians every year. They know which Canadians are buying and who they’re buying from. They don’t necessarily know what they bought, but they know a lot of information. “There’s a treasure trove of valuable data so we need to look at how to take that information while protecting privacy and make that more available to the industry to be able to make marketing campaigns much more effective.” Historically, one of the areas that Canada Post did a lot of work in was how to create a catalogue business in Canada. The industry became very good at understanding who the best buyers were and how to reach them with real offers. “Because of this the catalogue industry snowballed. It simply grew and grew and grew in itself, and it created more. Canada Post has that opportunity to create that sort of environment around the e-commerce space to fundamentally help those e-commerce businesses identify who the best customers are. Give them
more effective tools to market to these people - whether it’s how you make list, or information and data available, and certainly programs along those lines to allow that industry to grow, develop, and for mail to be an effective part of that mix. I think that Canada Post, along with the industry, has a key role, and I think that’s part of the innovation source. How do we, if we want to open up e-commerce companies to do more mailing, what value propositions do we need to bring to them? What is the thing that we need to bring? Certainly it’s going to be data. It’s going to be processes of how to do this more effectively, and it’s going to be competitive and effective postage rates. I see this as a real growth opportunity and an area where the industry and Canada Post can work together, partner together, to grow. What’s next for NAMMU? “Fundamentally and I think structurally, I think the Board will be a much more constant presence and a bigger part of the association than perhaps it was in the past. My role as executive director is different from the president’s role in that I clearly work for the Board and I follow the Board’s direction. Certainly I make recommendations and so forth, but the Board is playing a much more active role now than perhaps it had done in the past. “Now as far as membership goes, it’s going to be critical for us that to be able to carry on the programs that we need to carry on we need to grow the membership. I also think as part of that we need to grow the membership across Canada. We’ve been somewhat Ontario-Quebec centric, and sometimes we were concerned that we would have difficulty bringing value to members out West, out East, or in the United States who do a lot of mailing in Canada. But we feel that we can find ways to bring real value to them, and that most importantly they need to be part of that national discussion about what kind of postal service we have.” Bartlett would also like to see a more active membership, who is more involved in innovation committees and ad hoc work groups, both with Canada Post and within the industry, to set the tone, set the notion and identify the areas where mail can play an important role, grow, and then sustain itself.
September 2014
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Kicker& Acquisition Targeting
Build it and they will come New email database allows CASL-compliant marketing By Don Lange
O
pt-In Email Canada is a national consumer co-op database consisting of some of Canada’s largest email lists merged together. Its introduction provides Canadian companies an opportunity to send email prospect messages and communicate with existing customers in a fully-CASL-compliant way. When Canada’s Anti-Spam Law (CASL) came into effect most thought that would be the end of 3rd party email marketing in Canada. Many of the top email lists in the country disappeared because they were not compliant with CASL which requires a positive consent. This positive consent or “opt-in” replaced the previous standard of “opt-out”.
What’s the difference between Opt-Out and Opt-In? Previous to CASL most of the subscription forms that people signed up for online or offline provided a privacy message that said something along the lines of: “From time to time we make our lists available to carefully screened 3rd party advertising partners. If you don’t want to receive these offers, please check here” This was usually accompanied by a box that the subscriber would need to click. Post-July 1st, that same message needs one very small, although very significant, change. “From time to time we make our lists available to carefully screened 3rd party advertising partners. If you want to receive these offers, please check here” Did you spot the change? A single word, “don’t” was eliminated from the last sentence turning the checking of the box into consent to receive email. In the former example, if you didn’t check the box to opt-out you would then be considered fair game for sending advertising email. Of course the lists available for marketing pre-CASL were much bigger than post-CASL ever will be because in reality, people pay little attention to privacy notifications. In most cases they are filling out a form for another, personal reason such as subscribing to a newsletter, or purchasing a product. Not to receive 3rd party offers. However there are large volumes of Canadians that ‘do’ sign up to receive 3rd party offers. There is a complete September 2014
genre of websites that fall into the “Daily Deal” category where the entire point of subscribing or joining is to receive product and service offers . The concept of combining the lists of some the largest daily deal owners in Canada to create a co-op email database that would not only be responsive to receiving 3rd party email, it would also be fully CASLcompliant, was born. Building the database When Cornerstone set out to develop Opt-In Email Canada we decided to approach an entirely different type of list owner. For the most part, the email lists that had been available had been built through an opt-out process. By turning attention to the owners of daily deals, promotional, and sample sites, we were quickly able to compile an initial database of 4 million consumer records. And that is just the beginning. With more and more partners coming on-board the anticipated size of Opt-In Email Canada will reach over 10 Million records. Initial concerns that there would be a large duplication rate were quickly dispelled when unique rates came in at over 85%. Although the data partners had a similar model with respect to delivering promotional offers, the audiences were very different and diverse. Overlaying on Universe Canada Of course the true value of any database is the ability to segment the information. We decided to use the public domain phase of Universe Canada as a base in order to leverage the vast amount of selectivity available. Universe Canada is Cornerstone’s national consumer database that is updated weekly or bi-weekly through direct sources. The segmentation that is available includes algorithmic selects such as length of residence, new movers, gender, ethnic origin and of course geography. Added to this are themed category segments we have developed that are based on behaviour that are carried across all participating list owner Partners. These Interest Categories include Entertainment, Food and Drink, Travel, Electronics and many more.
How can marketers leverage Opt-In Email Canada? With a universe size already at 4 million (and expected to grow to over 10 million) Opt-In Email Canada provides one of the most comprehensive email coverage lists ever available in Canada. At a time when email marketing and communication with prospects is arguably becoming more and more important, the arrival of Opt-In Email Canada is creating a much needed buzz in Canadian marketing. Initially, the database was introduced solely for 3rd party acquisition offers as there has been pent-up demand for a large consumer email Database with an audience responsive to advertising and promotional offers. Opt-In Email Canada also provides marketers with a true multi-channel option as the vast majority of this database also contains postal addresses. The combination of direct mail and email is very compelling and attractive to marketers.
flooded email boxes with requests to provide opt-in consent. The result was huge declines in customer lists with compliant email addresses - enter Opt-In Email Canada. Marketers that have non-compliant email addresses of their customers can match those records with Opt-In Email Canada to reach out (albeit through a 3rd party) to their customers in a fully compliant way. This means marketers can send a message to someone with the knowledge that they are a customer – and take the opportunity to once again ask for consent to continue a discussion via email. Ready to launch Opt-In Email Canada is one of the biggest developments to hit the email marketing community in Canada in years. With the ability to send out prospecting emails to targeted segments across the country, follow up via another direct response channel, and leverage the Database to identify existing customers, the Database is going to be part of many digital marketing strategies moving forward. Although the Database is still considered to be a work-inprogress, demand from marketers has translated into a limited release of the first 4 million records available.
Marketing to existing customers An interesting development occurred as marketers began to hear more and more about the scope of the Database. It was discovered that Opt-In Email Canada can been tapped to identify existing customers. Many organizations were forced to stop sending emails to existing customers or leads because they were unable to secure consent prior to July 1st. It’s not surprising that the adoption rate of providing consent prior to CASL being fully implemented was low. Too many marketers waited until the last minute and then in a flurry
Don Lange is a Partner and Senior Vice
President of the Cornerstone Group of Companies. To learn more visit www.cstonecompanies.com or call 416-932-9555 ext 2389.
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Engagement & Analytics
Case Study:
Horizon Utilities Saving energy and money with analytics-powered marketing By Rupen Seoni
E
verybody likes to reduce their energy bills, right? Well, not exactly, as Horizon Utilities recently discovered following a recent direct marketing campaign. But by switching gears and utilizing cutting-edge analytics, they were able to uncover many more energy saving champions and turn the campaign into a success story. Horizon Utilities, which provides electricity to 240,000 customers in St. Catharines and Hamilton, Ontario, figured that programs designed to help consumers conserve electricity and reduce their energy bills would be an easy sell. But when the company launched a direct mail campaign to promote its peaksaver Plus® energy conservation program, the response was puzzling. The program offers consumers a free programmable thermostat and an in-home energy display showing energy usage—the better to encourage households to dial down their power-hungry appliances, such as air conditioning units. The utility’s marketing team expected the best target audience for the program would be classic greens: twentysomething Canadians interested in reducing their energy consumption in an effort to protect the environment. In the fall of 2013, they sent out a mass mailing with an offer to save energy to 90,000 residential customers who, based on their electricity consumption, were likely to have central air conditioning. “The DM piece featured a young, hip cartoon character in a green shirt and an environmental message,” says Cory Slinger, Market Development Manager at Horizon
After analyzing customers who’d signed up for its energy conservation program, Horizon Utilities used PRIZM segmentation and other data to classify them into five target groups—and then dispatched targeted brochures that emphasized saving both money and energy. The sign-up rate for the targeted approach was more than triple that of the non-targeted rate. ❱ DMN.ca
September 2014
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Engagement & Analytics
Utilities. “We assumed that the people who participate in the program were interested in environmental issues.” The marketing team also assumed the campaign would yield a sign-up rate of 1 percent. Instead, only 0.84 percent of customers joined peaksaver Plus®. “I didn’t know why the campaign had underperformed,” Slinger recalls thinking. Recognizing that they needed to better understand the utility’s customers if they were going to improve the program participation numbers, the marketers turned to data analytics. Undertaking a pilot project through the Ontario Power Authority’s Conservation Fund, Horizon Utilities established an “energy mapping database” to determine where customers were using the most electricity and why they were using so much. Enhanced with information from multiple sources, the database included dwelling metrics, property attributes and geospatial data along with energy consumption data from Horizon Utilities. But one of the key features of the database was the ability to visualize the utility’s various customer segments, as developed by Environics Analytics (EA), the Toronto-based marketing services and data analytics company. Using EA’s PRIZM segmentation system, which classifies Canadians into 66 lifestyle types, analysts divided customers into groups based on lifestyle and social values. The analysis revealed that Horizon’s customers were a diverse group with over 30 different PRIZM segments among its high energy users. The Horizon Utilities marketing team and EA analysts then looked at who among the utility’s customers had signed up for the peaksaver Plus® program and classified them into five target groups based on their lifestyles and values. The resulting groups were tagged with names like Sensible Seniors, Downscale Renters and Young Comfortable Families—giving marketers their first clue as to why their initial mailing didn’t reach their expectations. “Seeing the analysis was kind of a ‘Eureka!’ moment,” recalls Slinger. “The young, hip, environmentally conscious were only one part of the market. In general, the most engaged peaksaver Plus® members tended September 2014
to be more downscale than upscale, and there were a lot of middle-aged people whose biggest concern was cost savings.” By relying on a green appeal to promote the program among younger customers—instead of touting the cost savings to older customers—the marketers had overlooked a strong motivator for a large segment of customers. Armed with the analysis, last February Horizon Utilities launched a new marketing campaign, this time mailing only 30,000 brochures targeted to the top-performing customer segments, as defined by PRIZM. Reflecting the values research, the new mailer emphasized saving money rather than conserving energy, with artwork showing real people pursuing leisure activities enjoyed by their demographic group. One piece depicted a thirtysomething woman wiping out on a ski slope. The cutline read: “Jenny may not be the world’s greatest skier. But she is an energy savings champion.” The call to action urged consumers to save both money and energy by signing up for the program. The targeted approach worked. In one wave, the company sent 17,638 mailers aligned to the target groups and achieved a 2.86 percent sign-up rate—more than triple the nontargeted rate. As part of an outbound call campaign to 3,000 people considered most likely to respond based on the data, some targeted segments yielded an astonishing 18.1 percent response rate. And though overall marketing costs remained flat, the company’s return on investment climbed. “The new work changed our perspective on what is possible with data,” says Slinger. “When we dove deeper into the data, we got better results.” Currently, more than 11,000 customers belong to the peaksaver Plus® program. And Horizon Utilities is now using PRIZM and the analyticsbased marketing approach to identify new customers for expanded services like upgrading their heating and cooling system, and exchanging their outdated refrigerators and freezers for more energy-efficient models. Around the company’s headquarters in Hamilton, staff members talk about relating to customers through the prism of, well, PRIZM to promote
the utility’s various services and programs. And its marketing team is optimistic that it can engage more customers to conserve energy through cutting-edge analytics. “We pride ourselves on being innovative,” says Slinger. “What we learned is that you need to understand your marketplace to really be effective. Assumptions can be dangerous.” And while a green appeal may always
be part of the utility’s marketing mix, Horizon Utilities learned the power of the pocketbook message is undeniable. Rupen Seoni is vice president and leader of the government, energy, health care and not-forprofit practice at Environics Analytics.
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Operations & Logistics
Case Study:
Purolator Logistics
With Purolator’s range of shipping solutions, coupled with Purolator Logistics, Comark has built a flexible distribution model that cuts travel time for merchandise, reduces the burden on its Laval distribution centre, and lowers greenhouse gas emissions. Purolator’s solutions also help Comark cut distribution costs and boost sales. Challenges and solutions A customer for more than 20 years, Comark depends on the reliability of a full suite of Purolator services including Purolator Freight® and Purolator Courier to deliver stock from its Quebec warehouse to stores coast to coast. After consolidating three warehouses to a single distribution centre in Laval, Comark realized it was shipping product from Vancouver’s port to Montreal then back to its 300 stores, many of which are located in Western Canada. With no storage space in its stores, Godwin Kruitwagen, Director Supply Chain & Logistics, explains that Comark delivered small “as ready” boxes of inventory, which were held at a staging area before a major set change. “Using Purolator allows us to deliver smaller packages to stores quicker,” he says. The issue became that the stores in Ontario received inventory three days before stores in Vancouver. Additionally, the warehouse was stretched when handling special events like Christmas where it became difficult to ship timely merchandise. Purolator Logistics reduces inventory travel Comark estimates that 70% of its products arrive in Vancouver’s port from the Far East, and additional stock is shipped from Los Angeles. The process of delivering inventory to Laval and then back to stores could take as much as 12 days and as many as 10,000 kilometres per shipment. After meeting with Purolator, Kruitwagen realized that Comark could ship from Purolator Logistics facility in Richmond, BC, directly to stores provided suppliers prepackaged stock into a range of standard unit packs. Each standard unit pack includes a range of sizes and colours appropriate for different ❱ DMN.ca
stores. If the shipment is large, Purolator Logistics splits the order to ensure that stores aren’t overwhelmed with inventory they may not have space to store. The solution saves Comark inventory more than 30,000 kilometres of travel, cutting the average distance traveled by product by almost 200 kilometres per shipment. Kruitwagen estimates this solution is saving Comark as much as 35% on distribution costs. Faster delivery results in increased sales. “That first spring, we shipped to stores in the West as soon as it arrived to take advantage of the unseasonably hot weather. We saw an immediate 8% check out of the product in the first week,” recalls Kruitwagen. “People were ecstatic.” Purolator Logistics has also worked with Comark to offer “timed release” whereby Purolator stores inventory for delivery to all stores on the same day. “We can do set changes more quickly, which has greater impact, resulting in better sales,” says Kruitwagen. Any product that is not prepackaged in standard units is sent to Laval for sorting before Purolator Logistics distributes the inventory to stores. Today, the Richmond facility handles 40% of Comark’s inventory … a percentage Kruitwagen sees growing. Shorter travel cuts carbon An added benefit of the reduced travel is environmental. The new shipping solution cuts travel by 11% per store, per shipment, resulting in a drop of CO2 emissions by an estimated 2,440 tonnes or 30%. “We are a socially aware company and have a lot of initiatives to reduce emissions,” Kruitwagen says. “It is the right thing to do socially, but it also has an economic benefit.”
Warehouse eases register sales When Comark needed to upgrade its point of sale systems, the company turned to Purolator to help warehouse the old registers until they were picked up by a new buyer. Kruitwagen says Comark saved money by avoiding cross country shipping of the heavy registers, and saved ware-house space while they waited to gather enough registers to sell in a bulk lot. The future Purolator Logistics recently tested a distribution model where inventory for Western Canada was delivered direct to store from Purolator’s Richmond location. Inventory for Ontario and Eastern Canada was delivered in a large lot to Laval where it was divided and shipped by Purolator to individual stores in Eastern Canada. This model cut the number of inventory kilometres by a further 59%.
“We are continuing to look at ways to test this model with more stores, as well as maximizing how we package shipments to reduce costs,” says Kruitwagen, noting Purolator has been proactive in approaching him with innovative options. Company Name: Comark Inc. Head Office: Mississauga, Ontario Warehouse: Laval, Quebec Industry: Retailer
Company profile: With more than 300 stores across Canada, Comark has been selling fashion to Canadians in small to mid-sized suburban markets since 1976. It operates three divisions: Ricki’s, Bootlegger and Cleo. Benefits: • Faster delivery to Western Canada allows Comark to get spring stock in stores sooner, resulting in an incredible sales lift of those goods. • Travel for inventory destined for Comark stores is cut by as much as 30,000 kilometres per shipment with Purolator Logistics, saving time and money and reducing greenhouse gas emissions. • With access to Purolator warehouses, Comark leverages short-term storage incidental to transportation to stage new product and deliver it as timed release merchandise to the stores. • Purolator Logistics saves Comark 35% on distribution costs. September 2014
FUNDRAISING Supplement
INside
The power of ‘like’
Case studies: Interactive Intelligence
What keeps you up at night?
Tipping the scales
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Supplement
FUNDRAISING
The power of ‘like’
By Taslim Somani
F
acebook celebrated its 10th birthday this year and in the past 10 years we’ve all been witness to a sea of change in how we communicate with each other and what we say. Our daily lives are recorded on social media and it’s the channel of choice when it comes to engaging with the brands, media and causes we’re passionate about. There are over 19 million Canadians on Facebook; 14 million of them log in once a day and 10 million Canadians access Facebook on their mobile devices every day. Mobile has been a huge boon for Facebook users and the company alike. Facebook Canada reports that mobile Facebook users log in up to 20 times per day.
With such huge audiences on Facebook so regularly, how are Canadian nonprofits responding? What are you saying? How big is your reach? Are Facebook likes translating into fundraising dollars for your organization? Here are some tips to build on what you have, reach more people and make money. And, yes, Facebook can be used successfully for fundraising. Read on. Post visual content. Visual content is ruling the web. Our brains process visual information much more readily than textbased content and we remember it better too. Photos and videos are great ways to get your organization’s
messages across. But let’s not forget entertainment value. Facebook users are always seeking a ‘surprise and delight’ moment. Strive to create content that not only makes your audience think, but laugh and cry and be amazed and then share with their own networks. It doesn’t have to be fancy or highly produced, but it does require thought and resources to deliver. Visual content is a great way to build your audience and the bigger your audience, the bigger your return when it comes to asking for a gift. Allocate proper resources to manage your Facebook page. Off the side of an intern’s or junior staff member’s
There are over 19 million Canadians on Facebook; 14 million of them log in once a day and 10 million Canadians access Facebook on their mobile devices every day. ❱ DMN.ca
September 2014
desk is not the solution to resourcing your Facebook page and other social media channels for that matter. I hear variations on this theme all too often: ‘we have this brilliant, energetic summer student in our office and she’s our Facebook saviour’. No offense to summer students – I was one too at one time – but really? Your Facebook page, like your website, is a public face of your organization. Does it reflect your brand, your cause and the work you do to help make the world a better place? Does your Facebook page represent who you are to prospective supporters and donors in a compelling way? Think about this and then think about how you resource your social media communications. Yes there’s cost involved, but there’s also a strong case for maintaining the integrity of your organization’s brand and raising more money. Get expert help Agencies and consultants are your friends when it comes to creating a strategy and tactical plan for your Facebook page. They live and breathe this stuff every day, and can help set you on the right track. Sometimes we think we can do it all, especially if we use social media regularly. But, in my experience working with dozens of Canadian charities, the strategy is often missing, and as a result, the implementation and follow-through isn’t consistent. An expert social media consultant is a marketing professional at heart, and will incorporate your organization’s objectives and your brand values into an overall strategy with key performance indicators, key messages, engagement opportunities, growth strategies and a tactical plan including a social media calendar, that will help guide the day-to-day execution by your Facebook community manager. Learn from others I’ve been following Boston Children’s Hospital on Facebook for
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Supplement
FUNDRAISING
years now and I’ve referred to them as a stand up example for years too. I have yet to see a better example of relevant conversation between organization and audience than on their Facebook page https://www. facebook.com/BostonChildrensHospital. They are timely, relevant, interesting and entertaining. They talk about what’s current from a calendar perspective e.g. back to school or baseball season, they give voice to parents of kids who are patients at the hospital, and they manage to talk about themselves in a cool way, by posting insider footage and stories from physicians at the hospital. Ultimately, Facebook must be seen as a give-and-take and is about providing value to your audience. Follow the best on Facebook and learn from them. Get email addresses Email is the workhorse of digital fundraising. Without a sizeable and clean list of email addresses, fundraising online effectively is nearly impossible. Try out a variety of tactics to get email addresses from your Facebook audience. Include an email sign-up page on your Facebook channel. Invite your audience to sign-up for a newsletter. Or, create a special event or offer only for Facebook fans. Be sure that when you collect email addresses, you get the appropriate opt-in permissions record in your database that they’ve come from Facebook so you can tailor your email communications to them moving forward. Your Facebook audience will give It has been said that Facebook isn’t for fundraising. But I disagree! Fundraising on Facebook is possible. Three fundraising scenarios work best, and yes, I’m divulging the secret. 1. Peer-to-peer fundraising, whether for an actual event or for 3rd party events, can help you raise more money than you thought possible. Participants who use a Facebook
app for fundraising will raise more money than those who don’t because they’re tapping into a wider network of their friends and family. And, if they incorporate mobile into the mix, they’ll raise even more money. 2. Some donations processing companies provide off-the-shelf solutions for Facebook fundraising apps. Include the apps whenever you have a fundraising event going on at your organization, and promote the heck out of it. Giving Tuesday is December 2 this year and it’s a day when there is much media attention around giving. If last year was any indication, social media will be all over Giving Tuesday again this year. Create a plan leading up to Giving Tuesday. Include a donation page on your Facebook channel, have a plan for stories and posts to encourage giving, and resource it effectively so you can publicly thank your donors on that day. 3. Leveraging the news can also be a way to fundraise on Facebook.
When Robin Williams tragically died as a result of his suffering from depression and the beginning stages of Parkinson’s, the world wanted an outlet to show how much he meant. Giving your Facebook audience the opportunity to show they care by offering the option to donate can show them you also care about what they care about. At the end of the day, managing your Facebook and other social media channels takes work. It’s about strategy and effective execution. There is much opportunity to build engaged, loyal audiences and supporters for your cause, and that’s the foundation you need to convert fans into donors. Taslim Somani, Vice-President, Digital and Marketing Strategy at Stephen Thomas Ltd has worked in the digital space since the first Internet boom! She is a member of the CMA’s Digital Council, is a frequent speaker at industry conferences and contributes to industry publications. She has worked with dozens of charities on digital and integrated fundraising and marketing campaigns and would love to work with you.
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September 2014
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Supplement
FUNDRAISING
Case study:
Square & Westside Church
Innovative tech tools connecting Canadians
E
very year millions of Canadians donate to charitable and nonprofit organizations accounting for an average of 8.1% of Canada’s total GDP. While these organizations fundraise in various ways, nearly all of them rely heavily on individual donations to run their operations. And an increasing number of Canada’s 170,000 charitable and nonprofit groups are adopting new technologies to make it easier to connect with donors. Up to 69% of Canadians, for example, expect to be able to use their credit card when making a payment, yet many groups find it too complicated and expensive to use. At Westside Church in Vancouver connecting with congregation members is a top priority. “We’ve always tried to be forward-thinking and connected with the community,” said Chad MacDonald, Pastor of Ministry Development. “Our church is mostly made up of young professionals and families, so we do our best to connect with our congregation using tools they’re already familiar with.” For Pastor MacDonald and the Westside congregation, this includes a mobile app, weekly ❱ DMN.ca
podcasts, active and engaging Facebook and Twitter accounts, social events, and mobile credit card donation tools. Instead of passing around a traditional collection plate each week, volunteers at Westside Church gather in the church’s lobby equipped with iPads and mobile credit card readers from Square, the company making commerce easy for everyone. Pastor MacDonald said the new technology has allowed their church to accept donations at any time, any place, and for any amount. “People are blown away by the experience,” said Pastor MacDonald. “Our members receive a donation receipt by e-mail immediately after they make a contribution. It’s been a big money saver and convenience for everyone.” Accepting donations by credit card no longer needs to be difficult or expensive, in fact it is the opposite. Companies like Square are transforming how simple it can be for charities, nonprofits, and businesses to accept credit card payments and grow. Anyone can sign up to receive a free Square credit
card Reader and download the free Square Register app at www.squareup.com/ca. Each credit card transaction has a flat and transparent 2.75% fee regardless of the type of card (Visa, MasterCard, American Express, Discover and Diners Club). There are no monthly fees or contracts. In the past, Westside Church used standard bulky credit card terminals that required a wall plug in and proximity to phone lines. In addition to expensive monthly terminal rental costs, the Church’s volunteers were only able move as far as the terminals’ cords could stretch, limiting the amount of interaction they could have with congregation members. “We cut the cord when started using Square. Our volunteers are now free to focus on building relationships and supporting our congregation each week,” said Pastor MacDonald. With a reliable payment processor like the Square Reader charities, nonprofits, and businesses can use their smartphone or tablet to take credit card payments. September 2014
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Supplement
FUNDRAISING
Case study: Interactive
Intelligence
Interactive Intelligence campaign efforts help donate more than 500 goats to impoverished communities
I
nteractive Intelligence Group Inc. in partnership with Oxfam, has helped donate 524 goats to impoverished communities worldwide. The donation is a result of the Interactive Intelligence Goat Giveaway, an ongoing campaign initiated in 2011 that offers a goat to a needy individual or family in exchange for an in-person appointment with a prospective business customer. “Goats are very hardy, providing fertilizer and food for a family for years,” said Amy DiPaola, director of marketing operations and events for Interactive Intelligence. “As a result, these gifts play an invaluable part in helping rural communities throughout Africa, Asia, India, and other impoverished areas create sustainable, self-sufficient futures. I want to thank everyone who has agreed to meet with us as part of this campaign, and in so doing has made the world a better place.” Donations are used to support Oxfam America’s efforts around the world. Oxfam America is a global organization working to right the wrongs of poverty, hunger, and injustice. As one of 17 members of the international Oxfam confederation, it works with people in more than 90 countries to create lasting solutions to poverty. To participate in the Interactive Intelligence Goat Giveaway campaign, visit http://www.inin.com/Goat
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// 20
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FUNDRAISING
What keeps you up at night? Creating systems to deal with nonprofit challenges
By Patrick Durbano
T
he oday’s nonprofit landscape is undoubtedly challenging. Nonprofit organizations face increased operational costs, greater constituent needs, and limited staff resources. To succeed in this environment, nonprofits must perform a careful balancing act of doing more with less and finding more effective ways to identify, inspire and engage audiences while still fulfilling their missions. There are approximately 86,000 registered charities in Canada, according to the Canadian � DMN.ca
Revenue Agency’s website, up 5,000 in the last five years. Each of these organizations faces the task of making their voice heard and vying for donors in a highly competitive field. In the ever changing communication landscape of the digital age, organizations must stay focused, nimble and prepared in all efforts to recruit, retain and engage donors. In addition to increased competition and financial pressures, nonprofits also face increased scrutiny from donors, members, boards, media, policymakers and the public, who demand operational efficiency, effective fundraising techniques, accurate financial reporting, clear communication and advanced
technology systems. Much of this scrutiny is justified due to the need for fraud control and proper money management mandated in regulations such as CICA 5970 and PCI compliance regulations. Additionally, many nonprofits experience strong pressure for donor restriction from both donors and legislation in some provinces that may make compliance extremely difficult. In the face of increasing costs and other pressures, nonprofits must take every opportunity to turn transactional, one-time donors into transformational, repeat donors that help shape the future of the organization. This is accomplished by September 2014
building relationships with careful attention to detail. Nonprofits can build lasting, meaningful relationships by taking control of critical processes that will enable them to stand out in the crowded field and capture and keep donors for the long term while fulfilling their mission. Nonprofits must take every opportunity to turn transactional donors into transformational donors. Building operational efficiency: how to get some sleep Nonprofits of all types need solutions to help them manage their donations processing, data, donor acknowledgements and marketing with efficiency and integrity. Nonprofits should maintain a long-term focus that implements systems and processes to help deal with challenges consistently and successfully. Processes and plans are the keys to eliminating knee-jerk reactions and/or stagnation within organizations, which ultimately enables them to better fulfill their missions. For the past decade, many nonprofit leaders have attempted to overcome the challenges of the changing nonprofit landscape by adding technology systems to their operations. Unfortunately, many did not look far enough into the future to make scalable decisions that would last. Many organizations now face disparate databases that do not sync, older program models no longer supported by any service providers or models that simply cannot provide the connectivity and communication functionality expected by today’s donors. Add outdated, inefficient technology to the fact that more organizations are turning to volunteers to fulfill mission-critical tasks such as data management, and the likelihood of inefficiencies and mistakes becomes greater. Savvy nonprofits are implementing optimized, long-term systems that will enable organization-wide control and consistency while allowing them to grow, scale and thrive. The solution: a long-term focus Nonprofits can properly prepare for the future by having have systems and processes in place to efficiently handle daily operations. To be successful, nonprofits need to systematize their organizations in a manner that September 2014
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FUNDRAISING
eliminates manual and decisionmaking errors, maximizes staff and volunteers’ time and provides for a consistent strategy across the nonprofit. ❯❯ Having the proper systems in place can help nonprofits: ❯❯ Systematize data capture ❯❯ Reduce mistakes ❯❯ Capitalize on opportunities to process important donor information ❯❯ Strengthen relationships with new contacts ❯❯ Properly scale the system between smaller and larger jobs due to volume fluctuations (for example, from either seasonal donation spikes or an influx of gifts in response to a natural disaster) ❯❯ Create continuity for present and future staff ❯❯ Provide important data to inform business decisions ❯❯ Maximize efficiency and costeffectiveness ❯❯ Increase control of and access to key processes ❯❯ Ensure consistency of strategy throughout the organization ❯❯ Best leverage the talents of everyone in the organization ❯❯ Deliver the right solution at the right time To find the optimal solution, nonprofits should examine every aspect of operations and identify opportunities for improvement, such as personnel recruiting, mail processing and depositing, data capture or reporting. The first step in implementing this type of long-term solution is to objectively analyze what is currently working well and what is not. Like a vehicle that should have been traded in long ago, many systems at today’s nonprofits are getting the job done at a basic level. An upgrade would allow the nonprofit to be more efficient, giving it a much better appraisal in the opinion of its board, donors and constituents. By investing in solutions to deliver at the right time, your nonprofit can better deliver on its mission while receiving a return on its investment. Finance: in the end, it’s all about the money When a nonprofit evaluates its systems, finance probably ranks as the most important. Nonprofits must have a firm grasp on their financial situation – how much they have to work with, whether funds are available
when needed and who is handling those funds and how. From gift acceptance policies to revenue tracing to reporting compliance, it is critical to have a solid process with a clear segmentation of duties. A system of checks and balances can prevent a great deal of heartache as well as monetary loss. A process that details to whom responsibilities fall can help organizations make informed, timely and solid decisions. While it may be difficult to imagine, fraud is a very real threat. Wellplanned financial systems can help identify issues before they become true problems. Keep the plan simple. There is no room for any uncertainty when it comes to your money. Prospecting: no more blanket mailings Many nonprofits do not devote adequate time and resources to recruiting and retaining qualified human resources. Successfully recruiting and engaging donors, constituents, attendees, board members and staff requires more than telling a good story; it requires targeted processes to deliver personalized messages how, when and where respective audiences are most receptive to them. With clear systems in place, nonprofits can identify the best prospects, tell their stories quickly and confidently, inspire action and give influencers and advocates the tools they need to clearly understand the nonprofit’s goals and help the organization achieve them. Revenue generation is a direct result of the quality and expertise of the people who work for the organization, so nonprofits must define a clear process to put the best team members in the prospecting role. Leaders should identify employees’ and volunteers’ skills and assign them tasks that make best use of their abilities, relationships and affinities. Even the smallest organizations with very limited staff resources can implement systems that turn prospecting from a guessing game to a science. Making necessary changes to current (or nonexistent) prospecting processes may require increased initial costs such as outsourcing some functions of the organization. However, leaders of nonprofit organizations must be champions for change with a focus on the long term.
Mail processing and deposits: stop putting out fires Many nonprofits become overwhelmed by incoming mail responses or outgoing appeals that bring the entire staff to a screeching halt so everyone can help handle mail. With bank deposits, human error and fraud can create costly mistakes. Thoughtful and careful policies and procedures for mail processing and donation depositing are critical to every nonprofit, no matter the size. To be successful in this area, nonprofits must create systems that minimize inefficiencies and risk, maximize consistency, and control access throughout the entire process. An internal or external (outsourced) solution for mail processing and deposits can offer significant results and help nonprofit organizations: ❯❯ Make fewer mistakes ❯❯ Clearly detail and control access to deposit handling ❯❯ Capture important constituent/ donor data that can help in CRM, planning communications and forecasting response ❯❯ Get deposits in the bank faster and with less human error ❯❯ Enable staff to focus on what they do best, not covering gaps in the process ❯❯ Maximize efficiency and costeffectiveness for large-volume jobs ❯❯ Avoid employee fraud and theft ❯❯ Mitigate risks and avoid crises The key is to transform nonprofits’ processes so that they eliminate hassles and allow organizations to successfully deliver upon their missions. When deciding how to best improve processes, nonprofits should carefully examine everything from large-volume jobs to the simple daily tasks of not only key personnel, but also the organization as a whole, and carefully look for inefficiencies and areas for improvement. Reporting and business intelligence: data as DNA Gathering information and data to measure processes and performance is very strategic. Incorporating the analysis of these metrics into an organization’s culture is key to its long term success. Just as in top corporate sales offices, development teams should be held to a clear standard with a clear measurement of activity and results. Nonprofits should create a system to DMN.ca ❰
capture and report key metrics. The system should be simple and cover only important information, which should be presented on a regular schedule. Basic metrics to analyze can include: ❯❯ Moves management/relationship management ❯❯ Donor cultivation: mailings, faceto-face visits, conversations and other touch points ❯❯ Frequency and effectiveness of tasks Clear reporting and intelligence will help measure progress against the organization’s overall goals. Leadership should make the metrics part of the organization’s DNA and present them regularly, allowing everyone from top management to volunteers see them. Regularly capturing and sharing performance metrics will provide: ❯❯ A clear understanding of progress (or lack thereof) in key areas ❯❯ A sense of ownership in the process ❯❯ Confidence in the management team
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An in-depth look at what is working and what is not A fact-based view of how responsibilities fit with deadlines The groundwork to make informed decisions at all levels of the organization More efficient and effective meetings where everyone knows where the nonprofit is going, why and how far it has to go to reach its goals
Data capture: beyond the business card How can a nonprofit determine what data to capture for its performance metrics and planning strategies? When considering the answer to this important question, remember that every touch point has an opportunity for data capture. As it decides, the nonprofit should list the day-to-day activities of its team and how many opportunities exist for gathering information while: ❯❯ Conducting or attending meetings ❯❯ Planning or attending events ❯❯ Sending or receiving emails/e-
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❯❯ ❯❯
❯❯
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newsletters Making/receiving phone calls Conducting/participating in surveys Reading/contributing to media, blogs and community forums Engaging in/monitoring social media
The nonprofit must make sure that everyone on the team – from board members to staff to volunteers – understands the importance of capturing information through their daily activities and that the organization has a process in place to use this important information to reach its goals. When planning, the nonprofit should be very thoughtful and systematic about who captures and organizes this data. Too often, organizations leave this important task to volunteers or staff members with other areas of expertise. Collecting information such as addresses, phone numbers and social media contacts is key to effectively communicating and developing deeper relationships with donor bases and the general public. It gives nonprofits the chance to tell their stories in the way their audiences prefer to hear it. Acknowledgements and thank-you letters: create two-way exchanges, not one-way mailings People remember the thank-you notes they receive. They also remember when they do not receive a thank-you they expect. Donor acknowledgements and thank-you letters are critical components of cultivating and maintaining relationships. They present an opportunity to cultivate a long-lasting, consistent and personal dialogue with your donors. The key to successful communications is to converse with your donors, not to talk at them. Therefore, nonprofits must implement a process that controls when thankyou letters and acknowledgements are sent, how they are sent, what they say and how follow-ups will take place. Communications should tell stories that speak to your target audience’s values based on captured information that reveals what is important to them. The more personalized the messages, the deeper the organization’s relationships with donors will grow. In solid moves management, donors are qualified and ranked, and
systematic scheduling of contacts, visits or mailings is done in 12-month segments. Nonprofits should use action tracks to build calendars and place reminders. It is important to design “exchanges” with the donor, not just send mailings, and think about those exchanges as real opportunities to cultivate a relationship. The bridge between an individual being a donor and a true supporter starts with the gift acknowledgement and continues into an emotional information exchange. To create effective interactions, an organization’s leadership and board may need to look beyond today and invest in tomorrow. It may need to find someone outside the nonprofit to help manage its data. An organization’s assessment of its current economies of skill and scale must be compared against its future needs, with decisions made accordingly. Conclusion Nonprofits today face many challenges that detract from fulfilling their missions. However, by maintaining a proper focus on the future and performing a careful evaluation of their current systems, nonprofits can overcome many of these obstacles. Systematizing processes for the long term will allow organizations to focus their energies on their missions while ensuring integrity and compliance. Integrated systems become a science, not an inefficient exercise. Any investment in long-term solutions should calculate the return on investment, use of staff time and resources, efficiency and benefits. This information provides a wide variety of insights, such as whether an organization should choose to use operational budgets, grants, direct board appeals or specific campaigns for technology solutions. Finding the best, proven solutions from the right outsource partners will result in higher revenues and better efficiency that ultimately saves the organization money and helps it better serve its constituents. CDS Global is a world leader in end to end business process outsourcing, and serves several of the largest nonprofits in North America. For more information about CDS Global’s nonprofit solutions visit www.cdsglobal.com/nonprofits, call toll free at 844237-7456 or email info@cds-global.com
September 2014
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Did CASL just tip the balance in favour of direct mail? By Steve Falk
I
t’s still early days, but there’s indication that Canada’s New Anti-Spam Law (CASL) will be good news for the direct mail business. Across industries, there’s talk of replacing email marketing with print and mail when no opt-in permission is available. ❯❯ Forbes magazine blogger Julie Brewer posts that most small business may eliminate email marketing entirely. (“Doing Business in an opt-in world: Is the Canadian Anti-Spam law (CASL) punishing the wrong people?” at blogs.forbes.com/ people/juliebrewer/). ❯❯
Alexandra Nicol of law firm Borden Ladner Gervais was quoted saying lawyers may revert to ‘old school’ methods of advertising. (“What’s it all about? How anti-spam legislation can affect your firm” by Ava Chisling, at cba.org, the Canadian Bar Association’s website).
❯❯
Manufacturing agrees, according to Andrew Shedden. (“Growth tips: Anti-spam law will change the way you market” at plant.ca). Mr. Shedden predicts that in 2014 you’ll see more manufacturers using much more direct mail, among other tools.
Perhaps the most compelling evidence of the impact of CASL on marketing for small businesses is the recent Constant Contact survey results. Released on July 17, 2014, the survey found that almost 25% of small business respondents said they would do less email marketing, or stop email marketing altogether. Prime Data serves customers across the Canadian business landscape, and we’re hearing the same message. One customer did his due diligence and sent an email to all his contacts before July 1, 2014. He asked them to opt-in to continue receiving his email. Only abbout 30% of them did. So he’s going to measure the impact of this on revenue and see if he has to retool his direct mail skills and other available channels. September 2014
Word on the street is that it may just be easier to skip email marketing altogether.
planning season for 2015 campaigns, will CASL drive more direct mail into the marketing mix? My money is on ‘yes’.
The end of ‘free’ marketing? For years, email has been seen as “free” marketing. Steve Falk is president of Prime Data, whose clients benefit by Ignoring the fact this was never exactly true, bringing technological innovation and marketing automation the cost certainly got substantially higher as of together with variable data printing and direct mail. July 1. Consider the administrative costs of cleaning and maintaining implied and express fundraising solutions consent databases, contacting customers to obtain consent, putting a solid policy in place to remain compliant plus the hefty fines if you get The Holiday Season is fast approaching... it wrong, and it may be as cost-efficient to simply send mail. Which means direct mail just got a lot more cost-effective compared to email marketing.
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Will we see a surge in direct mail? Digital agency Stephdokin predicts yes, in their post of June 25, 2014. I predict the same. With fines in the millions of dollars, even for small businesses and not-for-profits, CASL may have shut down a lot of electronic communications, and provided a boost for direct mail. I’ll be watching closely to see what happens next. As we enter the strategic
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Resource Directory
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Resource Directory FUNDRAISING
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Resource Directory LIST SERVICES
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