Ask strings and $100: It’s all about the Benjamins, maybe

I, like many, am currently obsessed with Hamilton despite the minor handicap of not having seen it or likely being able to see it in the near future.  (Not shockingly, the idea of someone writing like they’re running out of time appeals to me.)  But the Founding Father most relevant to our work is still likely Ben Franklin.

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Do not reproduce.

In nonprofit work, we tend to view the $100 level as a bit magical.  Once someone makes the psychological jump to three figures, they are likely weighing the effectiveness of your nonprofit and not just the emotion.  Additionally, when someone is giving in the same number of digits, it’s easier to upgrade.  That is, the jump from $100 to $200 seems easier for donors to make than $50 to $100, even though it’s more money to increase.  And $100 donors in acquisition are instant candidates for high-touch treatment, as they are showing significant support of your organization from the start.

There’s a lesser known place where $100 is magic: in your ask string.

Reiley and Samek did a study in which they tried two different ask strings). The first was $35, $50, $75, $95, $250, and other.  The second was the same as the first, but with $100 swapped in for the $95.

Revenue per solicitation went up 29%.  Average gift went up almost 20% and response rate went up 7.6%.  Let me repeat that: the ask string with the higher gift amount in it also had a higher response rate.  This is a rare thing.

The major reason for this, they hypothesize (and I agree), is fluency.  As I wrote in the piece on word choice:

People tend to prefer things, people, objects, etc. that are easy for them to understand. (study here). This is known as the fluency bias. There’s a reason that only eight names cover more than half of our presidents (James, John, William, George, Thomas, Andrew, and Franklin (which used to be a lot more popular than it is now)). Names that are more common help people rise faster in occupations. Believe it or not, stocks that have ticker symbols that can be pronounced as words outperform stocks that can’t be.

So, you would think logically that $100 isn’t the only fluent number.  And you would be right.  Another study looked at whether people were more likely to give $20 or a strange amount like $20.03 (if they graduated from the college in question in 2003).  People were less likely to give the strange amount (although this was not statistically significant at the .05 level).

So remember to create round numbers in your ask strings unless you have a really good reason to: the ease of recognizing and using these amounts will benefit your organization and get you more of those elusive Benjamins.

When you can, see if you can get the $100 into your ask string.  It increases your response rate with no loss in average gifts.  Wins like that don’t come along every day.


 

I’m working on a book on ask strings.  My goal is to make it free to subscribers of my newsletter here.  So if a round-up of the science and psychology of donation amounts sounds interesting, please sign up today.

PPS. Tomorrow would also be fine, as I won’t be done with the book tomorrow, but that lacks urgency, don’t you think?

 

 

Ask strings and $100: It’s all about the Benjamins, maybe

Building awareness versus actually doing something

OK, that headline is harsher than I meant it.  Awareness is a necessary and useful precondition for many nonprofits.  Using an example I know well, drunk driving was a late-night joke just a few decades ago.  It took awareness activities to alert a nation to the fact that it is an unnecessary, tragic, and violent crime.

But does raising awareness sell?  That is, do people want to donate money to raise awareness about an issue or organization?  Or do they want to fund efforts to remediate wrongs directly?  Robert Smith and Norbert Schwarz wanted to find out.

Actually, being good scientists, they wanted to analyze donor’s metacognition about awareness activities vis-à-vis whether the cause was already in the donor consideration set.  Which means the same thing when you translate it into English.

They found three major things:

  • When people knew more about a charity and its work, they were more likely to donate to it and the more they were likely to donate.  The researchers actually manipulated this knowledge in a cool way. They asked subjects questions about what they had read about a charity, but there were two sets of questions: an easy one and a hard one.  The people who got the easy set of questions and thus thought they knew more about the subject were more likely to donate.
  • This result reversed when the charity was engaging in awareness activities.  That is, if people thought they knew all about the charity and its aims (that is, they got the easy questions), they were less likely to want to invest in the charity’s efforts to raise awareness.
  • Looking at actual donations (not just intent to give), people gave far more to help than to raise awareness when they knew a lot about a cause.  They gave slightly more to help raise awareness when they didn’t think they knew a lot about a cause.

This makes a good bit of sense.  If you think the average person (which people usually consider to be a slightly dumber version of themselves) knows about something, why would donate money to raise awareness?  On the flip side, if you felt there was a story that was undertold, that people needed to hear, you might ante up.

This has a major implication for nonprofits as they mature: what got you here won’t get you where you are going.  In the infancy stage of a nonprofit, it is acceptable simply to point at a problem and say “this is a problem; we need to get more people like you to acknowledge the problem.”  However, as nonprofits mature and people are aware of the issue the cause represents, it needs either to adjust its fundraising efforts to focus on what it is doing to solve the problem or to find more obscure areas of its cause to reenergize its donor base.

This also has implications for donor communications: there’s a difference between what you talk about to acquire a donor and to retain one.  That is, people who are your supporters know you and your issues (or, at least, think they do).  They don’t want to support awareness activities for things they think people already know about.  On the other hand, people who are new to your organization may be willing to chip in to help spread the word.

So remember your audience when you are pitching both helping and awareness activities for greater results.

Building awareness versus actually doing something

Time value of donations: I would gladly pay you Tuesday for a warm feeling today

Are you ready to increase your monthly donations?  Can you wait until two months from now?

It’s time for a week of studies of nonprofit direct marketing.  This has quickly become one of the favorite types of post on the blog, so if you don’t want to miss the entries later in the week on ask strings, matching gifts, when to ask to support awareness activities and more, please sign up for my free weekly newsletter.

Today’s study comes to us from Anna Breman of the Stockholm School of Economics (it’s not actually a great school of economics, but the longer they keep you there, the more you believe it is*).

In it, she tries a unique approach to increasing monthly donations that, since the title of the paper is Give More Tomorrow, you can probably guess worked.

 

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Wimpy, Patron Saint of the Time Value of Money

The experiment takes advantage of one of those cognitive biases or heuristics we are always yammering on about (explanation of heuristics here).  In this case, being human means that you prefer immediate benefits and delayed costs.  This is why diets start tomorrow, plasma TVs trump retirement savings, and dentists ask you to commit to a time to come back rather than trusting that one day you will feel like a dentist visit.  It’s also why, in a famous experiment with children, the pull of one marshmallow now is strong even when there is a promise of two marshmallows later.

So what if you could commit future-you to making a monthly donation, but present-you doesn’t have to feel the pain?  It makes a lot of sense, given Benartzi and Thaler’s experience with a Save More Tomorrow plan that successfully asked employees to commit a portion of their future pay raises to savings.

Breman worked with a Swedish charity Diakonia** and their existing bank of monthly donors.  In one group, they asked their sustainers to increase their monthly donation now.  In the other, they asked sustainers to increase their monthly donation in two months.

The increase in donations was 32% more in the group asked to increase their donations in two months.  Part of this was an increase in average donation (19%) and part was an increase in the frequency of donation rate (11%).

And, looking back, the treatment donors were no more likely to cancel or decrease their monthly donation than the control group.  In fact, the long-run effect was slightly higher than the short-run effect.

This seems like a tactic that is easily implemented on the phone.  It would be harder online if you are using an out-of-the-box online solution.  I won’t mention any names (*cough*cough*BlackbaudLuminate*cough*cough*), but some programs are so inflexible you can’t even schedule monthly donations to be processed on a specific date each month, as is common practice for monthly donations.

While the study did not ask this question, I would also wager than donors who increased their giving months down the road were also happier with their decision as a result.  It’s quite common to have stress reactions to charitable asks (even when one wants to give) and knowing that you don’t have to give now in order to have the impact that you want could be soothing.

The next test, I would argue, for academia is whether this technique also works for monthly donor acquisition/conversion.  It would seem that the same logic would apply, but I don’t know of anyone who has tested it.

So, if you are among the bold and fortunate few, can I prevail upon you to share your experience in the comments or to email me at nick@directtodonor.com so that I might illuminate your fellow readers (and myself)?  Thanks in advance and hope you enjoyed reading.


* I just couldn’t help myself for this joke.  I apologize for that joke to you the audience, Anna Breman, the Stockholm School of Economics, any former or current hostages, the people of Stockholm and Sweden, people of Scandinavian extraction, and people who drive Volvos or have Ikea furniture.  Also to Tom Hanks.  He knows why.

** I should also apologize to Diakonia, which does really good work on sustainable development around the world.

Time value of donations: I would gladly pay you Tuesday for a warm feeling today

An short update on promiscuously charitable donors

First, I need to acknowledge a mistake. A much beloved former board member called me on the phrase “charitably promiscuous” on Tuesday. In thinking more about this, this probably should have been “promiscuously charitable” in order to mean what I meant to mean. As it stands, I’m probably going to have some interesting search engine implications for a while.

So I’m leaving it there — as it isn’t my goal to rewrite history — but admit my mistake here.

Second, I received in my inbox Wednesday an email from Apogee talking about results from a new study they did of ten non-profits’ donor bases. They looked at these donors’ behavior in their cooperative. Their results?

“On average, within the past year these 24-month donors have given to 3 charities. Over their lifetime in Apogee, they’ve given to 10 charities.”

“Approximately 70% to 80% of these donors have made a contribution within their core category in the past 12 months, but at least 10% of each organization’s 24-month donors donated to six other categories as well within the past year.”

“On average, only 31% of the total amounts contributed by each organization’s donors were made within category. The percentages fluctuated with 26% being the lowest and 46.5% being the highest.”

The full study is gated, but you can sign up to receive it here.  Don’t worry: there is an opt-out link should you wish it.

So, however you want to say it, our donors give to a lot of different organizations, some related to our cause, some not.  Since I was using older data on Tuesday to make this point, I wanted to give out a quick update.

An short update on promiscuously charitable donors

Breaking down “our donor” barriers within nonprofits: a modest proposal

snakes_on_a_planePeople will generally do what they are given incentives to do.  Try to curtail the snake population by putting a bounty on the heads of snakes and soon people will start raising snakes for the purpose of collecting more bounties.  Then, eliminate the bounty and people will release the multitudes of snakes, leading to the classic Samuel L Jackson gosh-darn-snakes-on-my-mother-lovin’-flying-contraption scenario. This was a real thing

What we’ve talked about this week are examples of incentives at work.  Direct marketers who are measured against a net budget loathe to give up “their donors” to major donor prospecting or try to drive them to events.  Events folks want their walkers, bikers, gala goers, etc. to keep walking, biking, going to galas, and et cetering with no “interference” from those who might try to turn them into institutional donors.  And major gift officers would prefer to have a clean field to solicit “their donors,” turning off the direct marketing that a hundred people choose to give to raise money from the one or two that come out of that portfolio.

We didn’t even mention the digital/non-digital divide, except to say that if your organization has a head of marketing and a head of digital marketing, one of these two people should not have a job or should be reporting to the other.

So how do you create incentives to share your toys with the other children?  The answer lies in transfer pricing.

This is a concept in the for-profit world to allow for transactions between and among business units.  Think of a large oil company, for example, as two different companies: one that finds oil and one that sells oil.*  In order to see how each business unit is doing, the overall company has to figure out the price at which a good is transferred (hence the name transfer pricing) from the exploration folks to the marketing folks.

In essence, the company is buying a good from itself in order to determine its value.  This is the source, as you might guess, of much debate because business unit success or failure is hinged on this number that gets negotiated out.

So the modest proposal for nonprofits is to establish transfer pricing among our various business units and people.  If the major donor officer wants a lead from the direct marketing database, they run the numbers and determine how much they are willing to pay for a lead.  Because this “money” goes into the direct marketing coffers, proper incentives are built up for the direct marketing folks to acquire and nurture potential major donors.

Similarly, direct marketers know to the ha’penny how much they pay for a potential acquisition candidate from an outside list.  How much are they willing to pay for an event donor to the event organizer?  Likewise, how much is the event runner willing to pay for a group of direct marketing donors who model out as likely walkers?  We could see a much more orderly market in these donors, perhaps where 100 walkers are traded for 80 telemarketing donors plus a 7th round draft pick and a ream of copy paper.

And forget about doing e-appends simply because a multichannel donor does better for your organization than a single channel donor.  Why would you do this when you charge the digital marketing manager per lead?  After all, in this brave new world, they would now want to charge you per online donor you try to get to give their next gift offline.

The great thing about this is everyone gets to see either where market value truly is or who the truly great negotiators in your organization are.  The market sets the price for the lead and you either pay it or you don’t.  And if you don’t like the price, then you can try to acquire some other organization’s donors.  After all, they may not have a cause connection to your organization, but it may be worth it to not have to try to pry potential major donors out of the iron grip of the person that runs your Charlotte fashion show event.

It’s only when donors are a commodity with a chattel price that we will understand how important they are to our organization or, more importantly, our various business units.

Because the only alternative – working together with your co-workers, realizing that your cause is a common good to which everyone should strive, and focusing on the donors’ wishes and what optimizes their experience and giving – seems really hard.  Bring on the markets!

* My wife, who is brilliant and has a master’s in oil policy, would want me to say here that everything that I’m saying about the oil business here is vastly oversimplified.  It is and there’s a reason for that: I don’t entirely know what I’m talking about.  To the extent that I do, there are details like the multiple business units of an oil conglomerate and the different types of oil and such that don’t bear on telling a decent story.  These details have been taken out back and shot.

Breaking down “our donor” barriers within nonprofits: a modest proposal

Breaking down the “my donor” mentality between direct marketing and major gifts

The first thing that many major gift officers will instinctively do when they see their donor portfolio is to shut down direct marketing efforts to those donors.  After all, you want the donor to take your call and don’t want them mistaking you for a telemarketer.

Imagine if you tried this in any other walk of life.  Imagine going to Jeff Bezos and saying “this person has been buying a lot of stuff from us on Amazon.  Let’s make sure they never get another email from us, because I really think that I can sell them the Lladro Niagara chandelier for $100,000 (plus $4.49 shipping, which is either far too much for shipping or far too little).”

bond_villainHe would laugh at you until he got stomach cramps.  Or he would have an underling, possibly with a mechanical arm, throw you in a vat of piranhas while he stroked a cat.  All depends on the mood.

Bottom line, it’s silly to take someone who has been donating routinely by one means and, by all available evidence, been satisfied with it and cut them off from that means in the hope they might give more.  You should only change this if the donor asks you to (in which case, you should do so immediately, while smiling) or if you have a relationship with the donor to the point that there’s an alternate communication strategy in place.

That said, the major gift officer is right.  You don’t want to treat a potential donor the same way as a potential $10 donor.  This is not a defense of sending someone with the capacity to give a transformative gift the same 12-mail-pieces-and-a-cloud-of-dust approach that everyone else gets. It means:

A donor newsletter.  You hopefully are doing this already.  And you hopefully are basing it on Tom Ahern’s Making Money With Donor Newsletters.  In case you aren’t, your donor newsletter should:

  • Focus on “you” — you being the donor
  • Focus on what “you” did — progress updates and impacts
  • Have short articles
  • Be written for skimmers — white space, bullets, and compelling headlines and images
  • Have a return envelope but not be as “ask forward” as a traditional mail piece.

This more cultivating newsletter will help you make money from these donors.  But it also creates a holding pattern for your major gift officer.  You’ve already made the segue to what impact the person can have, leading to a more natural conversation when the officer is able to get in front of the donor.

Higher-touch communications.  This can be simple things like crossing out the impersonal salutation on a letter and writing in “Dear Nancy,”.  Paperclips in your mail pieces show that the piece has been touched by human heads.  First-class postage is a nice touch, as is expedited postage to get the mail piece to the donor.  One nonprofit of my acquaintance has their CEO write a holiday letter in blue ink, then copies it on the color copier for a handwritten appearance.  These are techniques that can segue naturally to higher-value communications with a major gift officer.

Higher-value communications.  We’ve discussed the supreme value of exclusivity.  A major donor may want to be able to get a sneak preview of your upcoming report or have an exclusive briefing call with your head of government affairs.  These types of velvet rope communications can build to events where major gift officers can meet with them face to face.  Once natural enemies, direct marketing can set up the major gift relationship.

Helping define the major gift portfolio: You are looking for one of two things: a long giving history with multiple gifts per year, increasing gift amounts, and participation in the mission or someone who makes an unusually high first gift.  Usually the first group will be better prospects.

Thank extremely well.  Have you ever heard a potential major donor consider not making a major gift because they were thanked too well or too often?  Me neither.

Overall, you are looking to create a spirit of cultivation with these donors.  And you should give of your donors to your major gift officers.  By being a strong resource for them, you prevent them from trying the nuclear suppression strategy with you, allowing you to maximize revenue from these donors over time.

Breaking down the “my donor” mentality between direct marketing and major gifts

Nailing the direct marketing-event relationship

Yesterday, I argued:

a quality direct marketing program can help increase both event and non-event giving.  Moreover, you get people who are more connected to the organization.  And when these people are already giving to 6-9 other organizations, usually through direct marketing, unilateral disarmament doesn’t seem the wisest approach.

Let’s test the three major assumptions here:

  • Event participants and donors are connected to your organization
  • Event participants and donors are likely direct marketing donors
  • Direct marketing can raise all boats

First, are event participants and donors really connected to your organization?  Yes and no.  Certainly they are willing to give money that benefits your organization.  However, let’s take a donor to a person’s walk team for your organization.  Your organization clearly isn’t repugnant to them.  However, they are likely giving more to their friend than to your organization.  So let’s say they are more likely to support you than a person off the street would be (because some of them won’t like your organization), but not much more likely than the average outside acquisition list (because you’ve chosen those lists to include people who support like-minded organizations).

fh6wo8vmcukic2qcl4p2lq Second, are event participants and donors likely direct marketing donors?  Yes and no. Yes, because they are willing to give to charity.  Gallup asked Americans if they gave to charity in the last year.  As you can see, not everyone did.

If you set aside that people are likely to inflate their charitable giving to pollsters, you have one out of every six people who don’t give to charity.  Clearly, you’ve weeded out this group by talking to event folks.  However, it’s likely that your event participants are different demographically from your “normal” direct marketing donors.  If you take an extreme example like walk participants versus telemarketing or mail donors, you may find that the former are demographically the sons and daughters of the latter.

Thus, as before, they are more likely than a person of the street to donate through direct marketing.  But they haven’t proven channel responsive and that could be troubling.

 

You might question, then, whether event participants and donors are good direct marketing prospects.  The answer is definitely yes.  Both Making Strides Against Breast Cancer and MS Society (this link goes to an excellent webinar on the topic) reported significant gains in both event and direct marketing revenues from adding direct marketing to their marketing mix for events.

So why?

It’s because these communications centered on the person’s previous experience.  I can support this anecdotally. I’ve both customized communications to walkers and walk donors and dropped them unprimed into an ongoing direct marketing stream.  Customized is better.

What would a program like this look like?

Recruiting people to the event: This would include inexpensive communications to your existing constituents about the event (inexpensive because the transitive property says that if your event donors are unlike your direct marketing donors, your direct marketing donors are unlike your event donors).  These could include buckslips, stories in existing donor newsletters, email communications, outbound voice mail announcements, and online co-targeting.  Using lookalike audiences and remarketing could also help bring new people to the event.

Reattracting lapsed participants: This would look very much like any other lapsed campaign you would run.

Engaging current walkers: Try new walker online welcome kits that engage walkers in the general mission.  Also, don’t forget direct marketing nudges to fundraise for the event.

Converting the event donors:  Here’s where you customize your regular communications to event participants.  You might even try “The walk is over, but the fight continues” walker specific emails and mail pieces, but mission-forward pieces and engagement opportunities like surveys, membership appeals, and the like tend to do better with this audience.  And, as any good donor steward knows, making sure these event donors get outstanding gratitude is highly predictive of future donations.  

And, as I’ve stated previously, because of the inherent national/field friction in some national organizations, I would strongly recommend running these techniques as a test in year one with sites that are willing to experiment.  Using the other sites as a control, you can then present how much better the direct marketed to walks did versus those that didn’t have the wind at their back from email, online, mail, and telemarketing.
Hopefully, this will help you acquire your own donors and cross people over into organizational/cause donors.  More importantly, I hope it helps break through the “my donor” mentality that can be so destructive to programs.

Nailing the direct marketing-event relationship

The myth that our donors are unique and special snowflakes

Charitable people do charitable things.

Things, plural.

There’s a reason that most of the outside lists and people that you pursue to be donors to your organization aren’t from a cohort of magazine subscribers or motorcycle enthusiasts or even a political party.  They are from other nonprofits: charitable people do charitable things.

Russ Reid’s Heart of the Donor survey indicates that the average donor gives to six different nonprofits.  If anything, my experience would say that this number is a bit low.  I once modeled a list of walkers and it indicates than the median walker gave to nine other nonprofits.  It’s the same reason multis are the most profitable donors to acquire.

Charitable people do charitable things.

Yes, it’s a tautology.  But it’s one we often forget when we make our policies around fundraising, especially when we put up walls around our donors internally.

We must accept that our donors will be charitably promiscuous.  Personally, I’ve been impacted by or had family and friends impacted by Alzheimer’s, autism, cancer, depression, heart disease, kidney disease, MS, sexual assault, suicide, and more.  That’s life.  And people who give will give.

We are in that competitive environment.  And the way to differentiate ourselves is to build closer ties to our donors, not to try to build walls around them.  As French playwright Andre Gide said, “It is not enough to be loved — I wish to be preferred.”*

So why do we:

Eschew list cooperatives?  This is a way to take other organizations’ best donors and build models that allow you to get the best of the best.  If you are doing a good job of focusing on your donors, you will be able to steal them away.  If you are doing a bad job, you were going to lose those donors anyway.  You didn’t deserve them.

Not try to get donors who are uniquely tied to us?  This sounds like it contradicts the entire rest of the post.  But if you are worried about fishing in overfished waters (and you should be), you are then looking at how to bring people into your organization who may not have given to nonprofits before.  That starts with content marketing and with lead generation tools, especially online.  This is when it pays to have a strong vision of your donor and constituent journeys.

Try to protect our event donors from becoming organizational donors?  This confounds me, because a quality direct marketing program can help increase both event and non-event giving.  Moreover, you get people who are more connected to the organization.  And when these people are already giving to 6-9 other organizations, usually through direct marketing, unilateral disarmament doesn’t seem the wisest approach.

We’ll talk more about the data on this tomorrow.

 

* No, I haven’t ever read any of Andre Gide’s plays or really know who he is.  He was quoted in I’m With Stupid, a book that while not on the same intellectual level, is waaaaay funnier.

The myth that our donors are unique and special snowflakes

“Our donors” and channel conflict

According to psychological studies, human territoriality is a multifaceted concept that includes physical space, possession, defense, exclusiveness of use, markers, and personalization.   

giphyI think of Milton from Office Space.  He possesses his personalized red stapler in his tiny cubicle fortress than he does not want to leave and eventually fights to defend. 

How often are we like this with our donors?

Even the phrase “our donors” is illusory.  A donor no more belongs to your organization than I belong to Google just because I am dependent on their search engine and mail programs for even the most basic forms of knowledge seeking and human interactions, respectively.

OK, bad example.  But you get the idea.

A donor doesn’t really belong to your organization; they are free to leave at any time (and frequently do).  

And they certainly don’t belong to any one aspect of your organization.

Yet we aim to possess donors, erect walls for their defense from other types of fundraisers, even mark our territory on them.

The thing that got me thinking about this is Joshua Benton’s excellent piece with NiemanLab about NPR’s decision not to promote the NPR One app or its podcasts on its terrestrial radio stations. 

They will not ask for any downloads or mention podcast hosts in a way that would be seen as an endorsement.

Part of this is understandable.  Radio stations pay the bulk of NPR’s bills.  These stations want to hold on to their share of ear and make sure that people listen to radio stations.  They exert pressure; NPR folds.

But this feels very much like the classic Theodore Levitt article about Marketing Myopia:

 

The railroads did not stop growing because the need for passenger and freight transportation declined. That grew. The railroads are in trouble today not because that need was filled by others (cars, trucks, airplanes, and even telephones) but because it was not filled by the railroads themselves. They let others take customers away from them because they assumed themselves to be in the railroad business rather than in the transportation business. The reason they defined their industry incorrectly was that they were railroad oriented instead of transportation oriented; they were product oriented instead of customer oriented…

 

OK, a virtual show of hands.  Who thinks that NPR’s long-term future is in traditional radio-wave-based radio?  OK…  OK… thanks.  Hands down.  

Now who thinks their long-term future is in online radio, podcast, and things we haven’t even thought of yet?  OK… OK… keep them up… there are a lot of you to count…

Yep.  Exactly.  Yet because of territoriality, they mortgage the future for the present.

So what business is NPR in?  Are they in the radio business?  Or are they in the informational (or entertainment or thought-provoking) business?

The same is true for your nonprofit.  You put up barriers to protect your walk donors from being over-solicited or make sure your major donor prospect don’t get mail pieces that might soil their hands.  You make sure that national/local doesn’t get their stinkin’ mitts on “your donors” because that money should stay local/national.  As if it matters which pocket gets filled.

In what business are you in your direct marketing?  If you are not in the loving-donors-and-being-loved-by-donors business, might you be in the wrong business?  If a $20 mail donor becomes a $500 walk team captain, and that fills that donor up with warmth, do you view that as a $20 loss?  Then you are in the wrong business.

So this week, we’ll try to explode some myths about “our donors.”  They are not only your nonprofit’s donors.  They are not permanently destined to stay in a single channel.  They are not national’s or local’s.  They can be communicated with both personally and through direct marketing.  And so on.

And we’ll discuss some solutions, including a potentially radical (ironic) solution on Friday.  You won’t want to miss it.

Or, if you do want to miss it, hopefully we’ll catch you next week!

“Our donors” and channel conflict

An quick update on the science of slacktivism

Back in January, I posted about three studies on slacktivism.  And back in March, we looked at whether people who think of themselves as good do good things.  Generally, these studies found:

  • People tend to keep their commitments and do the good things they say they are going to.
  • They do this unless they did a public pledge first.  The public pledge seemed to allow them to manage their reputation as they wished, with not as much need to follow through.
  • Social media fundraising campaigns don’t really do much unless involving buckets, ice, and/or challenges.

There’s a new study out in the March edition of Sociological Science (yes, I know, March isn’t entirely new; my copy must have been held up in the mail by the fact that I am not a subscriber) that bolsters these claims.

They went through a sample of 3500 pledges for donations made through an online social media/donation facilitation platform.  Of those pledges, 64 percent were fulfilled, 13 percent were partially fulfilled, and 16 percent were deleted. However, people who broadcast their pledges on social were more likely to delete and not fulfill their pledge donations.  This fits the thesis of people who pledge do so largely to look good and are less likely to follow through.

They also found from using Facebook ads and other social media techniques, and I’m going to just let them tell this part from their abstract:

The experiment also shows that, although the campaigns reached approximately 6.4 million users and generated considerable attention in the form of clicks and “likes,” only 30 donations were made.

Please print out this quote and point to it every time someone says mail is dead because of low response rates.

So, to replay the recommendations from advocacy campaigns:

  • Do them.  A properly run advocacy campaign can increase the likelihood that someone will donate and take other actions for your organization.
  • Make them private.  Public petitions appear to satisfy a person’s desire to manage their reputation, so they were less willing to take other actions.
  • By extension, don’t do them on social networks.  Not only are they not public, but you do not have the easy wherewithal to communicate with them to get the first gift or convert to other activities.
  • Make the ask.  It can be as easy as having an ask for the donation on the confirmation page or receipt for a petition.  Folks who take private actions want to help and are in a mindset of helping.  I personally have seen advocacy campaigns with a soft ask after taking the petition raise more money than a hard ask to a full list.  Crazy, but true.

Thanks.  This is my first shorter weekend content.  Let me know if you liked or didn’t like at nick@directtodonor.com.  I saw the story and wanted to get the word out, but want to know from you, the reader, if this is valuable.

An quick update on the science of slacktivism