DCC Luncheon May 18th

By Emily Elliott

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On the 18th of May 2016, many had the privilege to enjoy talks from Marcus Blease from Cerebral Palsy Alliance and Jeffrey Evans from Epsilon. They both spoke on the need of acquisition and data and how they influence one another.

Marcus Blease

In the 7 years that Marcus has worked for Cerebral Palsy Alliance they have grown their donor base from $12m to $30m.

  • There is a need to have a broad fundraising portfolio,
  • Challenge the status quo in acquisition,
  • Fundraising is become increasingly harder due to the saturation within the market.

Mail Acquisition
In 2011 testing on mail acquisition went out to the donor base, in finding what worked best we changed the design until we found what worked best with a 3.4% success rate. In doing this data sharing were important to make it work.

  • What worked? What didn’t work?
  • Some key learning were: 4-page letters worked (better than any other), $25 price point, larger the pack the better, deadlines
  • Despite too much testing, learning resulted in a 1.3 ROI, $250k above budget!
  • 2012 huge mail out to all states but NSW, donor list 18% data swaps, 57% co-op and 25% purchase list.
  • It needs to be practical but still linked to the cause. Did the cost out way income per donor?
  • Donor’s are struggling with trust- throughout the whole sector of NFP
  • The risk of success is false-confidence! Results in 2012 were great, but, when rolled out at a larger scale…

SMS Pilot

  • Advertising on buses, fast food tables etc. 4-8weeks placement cost $5 per donation. Hesitant it would work. It failed…
  • Outcomes- How the cost was to the cause,
  • Did people trust the placement probably not…

Donor centricity is a big part of being transparent for donors, via having an opt out option you enable the donor to have more control.

Don’t let acquisition blind you of lost donors; all efforts need to be balanced… There are no silver bullets

  • Social and digital not firing yet in the digital space, namely due to cost per acquisition (and perhaps cultural adoption)
  • Media costs associated with driving digital/social/SMS acquisition is simply… High 

Jeffrey Evans

Epsilon’s goal is to rid the world of bad customer experiences. We can do this via data analytic’s and combine this with response rates with customers. Integration of local knowledge to create a better experience.

Creating campaigns to generate responses via marketing know-how.

Case Study: Holden

  • Increase brand loyalty – Strengthen the customers connection to the brand,
  • How customer data can influence engagement/ content,
  • Opportunity lies in pre-delivery and deliver stages, when anxiety is high ; validate the purchase in a personal way,
  • Finding engagement that is relevant to the demographic you are targeting and speaking to them in a new innovative way drives response. There is a need for hyper-personalization for optimizing communication between the consumer and the business,
  • Beautiful decision trees show 64 ultimate variations of a communication based on only a dozen data variables,
  • What are the questions young adults ask? Is it their parents buying it?
  • Engagement begins straight away- welcome to the Holden family, booked free service? – using follow ups for engagement.

Extending reach through engagement – Holden was able to drive engagement through the digital stream – for instance if you purchase a Holden Spark you are sent a link to share on your social media platforms. This drives engagement further beyond the transaction between dealer and consumer.

  • Four pillars – insight, hyper-personalisation, segmented content, moments that matter.

Question: We all understand the benefits of using good data at an execution level ; any suggestion on capturing this in the first place?

Answer: This is a challenge for every organisation! Data is abundant however given the velocity its hard to control. Advice- keep it simple.